A Quote by Aung San Suu Kyi

Government leaders are amazing. So often it seems they are the last to know what the people want. — © Aung San Suu Kyi
Government leaders are amazing. So often it seems they are the last to know what the people want.
Leaders who want to show sensitivity should listen often and long and talk short and seldom. Many so-called leaders are too busy to listen. True leaders know that time spent listening is well invested.
The mistake our politicians so often make with these industry leaders is in thinking they are interested in, or respectful of, the power of government. All they want is to keep stealing. If you can offer them the government’s seal of approval on that, they’ll take it. But if you can’t, well, they’ll take that too.
While big-business leaders and firms can be highly productive, servants of consumers in a free market economy, they are also all too often, seekers after subsidies, contracts, privileges, or cartels furnished by big government. Often, business lobbyists and leaders are the sparkplugs for the statist, interventionist system.
It is amazing to think after all that has happened in this country in the last few years, the last few decades, that so many people have this blind faith that government is our friend and therefore, so we don't need protections against it.
It is amazing to think after all that has happened in this country in the last few years, the last few decades, that so many people have this blind faith that government is our friend and therefore, we don’t need protections against it.
If you think of- of the rhetoric of - of modern Democrats, it's often so focused on government that people don't accept - I think a lot of those - a lot of folks on the left don't appreciate that - that people don't want a handout. They don't want government support and they don't, from the right, want people to talk about the noble entrepreneur.
What really worries me is that those who are in positions of power are not really affected by what we are writing. In the moral dialogue you want to start, you really want to involve the leaders. People ask me: "Why were you so bold as to publish A Man of the People? How did you think the Government was going to take it? You didn't know there was going to be a coup?" I said rather flippantly that nobody was going to read it anyway, so I wasn't likely to be fired from my official position. It's a distressing thought that we cannot engage our leaders in the kind of moral debate we need.
The best leaders are those their people hardly know exist. The next best is a leader who is loved and praised. Next comes the one who is feared. The worst one is the leader that is despised ... The best leaders value their words, and use them sparingly. When they have accomplished their task, the people say, "Amazing! We did it, all by ourselves!
People want government to solve problems, but government is often the cause of the problem.
For the last 20 years of my life, I've had the mantra to do amazing parts with amazing people in amazing projects, so I'm attracted to good story, writing and character and good people. That's what I'm always searching for and I don't think that's ever going to change.
You know, if you want to meet a lot of Iraqi leaders, the best places are the hotels in Amman or in London. In general the government here is amazingly unpopular.
What we can do in Singapore may not be doable elsewhere. Some things you know you need: you want efficient government, you want clean government, you want to do away with corruption, you must educate your people. You want to get housing and so on. All these are not such secrets, not so special to Singapore.
I'm not sure leaders listen enough, especially to their people. And I've always thought in everything I've tried to do in my life, in the jobs I've had, is that if we can turn our transmitters off and our receivers on more often, we're better leaders and we know more of what is going on and therefore we can lead more effectively.
Ineffective leaders often act on the advice and counsel of the last person they talked to.
One of the lessons of leadership worth emphasizing is that you want to get to know other great leaders and take their advice. At some point in your development, it's only people who've been in the seat of having to be leaders who can help you in a deep way.
If there is a trait which does characterize leaders it is opportunism. Successful people are very often those who steadfastly refuse to be daunted by disadvantage and have the ability to turn disadvantage to good effect. They are people who seize opportunity and take risks. Leadership then seems to be a matter of personality and character.
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