A Quote by Bill Hybels
Effective leaders do not fear passion. They welcome it. But from time to time passionate discussions digress into personal attacks, and real people get really hurt. In my view, leaders must head that off before it happens.
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In the earlier days of history, kings and leaders went to the battlefield with their men; but today, those who determine that a nation will go to war remain safely behind. The next time leaders talk of warring, all the people should get together and send those leaders to the front lines. Give them a big arena with wonderfully effective ammunition, and the war will be finished in a day
We have become a nation ruled by fear. Since the end of the Second World War, various political leaders have fostered fear in the American people--fear of communism, fear of terrorism, fear of immigrants, fear of people based on race and religion, fear of gays and lesbians in love who just want to get married and fear of people who are somehow different. It is fear that allows political leaders to manipulate us all and distort our national priorities.
Average leaders inspire people to punch a time clock. Great leaders inspire industry and passion.
Time to time I get together with the rabbis, with religious leaders, leaders of congregations, and I talk to them, and wherever a need arises, we do everything we can to meet those needs.
I have always believed that on important issues, the leaders must lead. Where the leaders fail to lead, and people are really concerned about it, the people will take the lead and make the leaders follow.
It is a shame that so many leaders spend their time pondering their rights as leaders instead of their awesome responsibilities as leaders.
Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
As you set off into the world, don't be afraid to question your leaders. But don't ask too many questions at one time or that are too hard because your leaders get tired and/or cranky.
Leaders who carry unresolved guilt are forced to hide a part of themselves from those to whom they are closest. They have a secret. They are forced to expend time and energy to ensure that no one finds them out. They know they are not completely trustworthy. Often they assume no one else is either. Guilty leaders have a difficult time trusting. Consequently, guilty leaders have a difficult time building teams.
Let go of a need for personal recognition. Heap kudos on others and they'll perform even better next time. Leaders are only as good as those who follow them and followers are at their best when leaders are quick to give credit for successes.
Our nation's leaders are fallible. It is therefore time for us to be our own heroes. We can and must be the leaders that are so desperately needed.
For years when we went into companies to discuss how we could help their leaders be most effective, we heard people say, "Our leaders need to develop executive presence."
For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.
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.
'I know,' said Winter, 'but they don't know.' And he went on with a thought he had been having. 'A time-minded people,' he said, 'and the time is nearly up. They think that just because they have only one leader and one head, we are all like that. They know that ten heads lopped off will destroy them, but we are a free people; we have as many heads as we have people, and in a time of need leaders pop up among us like mushrooms.'
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