A Quote by Bill Walsh
By instinct we-leaders-want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.
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The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion
Anyone will acknowledge that there's a lot of people other than those who are elected who run the government, and who are in permanent positions, and long-term positions, appointed positions - not voted in by anybody. That kind of gnaws away, I think, at the idea of democracy. The two-party system, again, is an issue. What we see is no desire on behalf of anyone to begin to address these problems.
When women are starting out in their careers, they tend to be confident and look to aspire to leadership role and really want those positions. But then over time, as they advance, they become less confident and don't think they can attain those roles.
Leaders create and inspire new leaders by instilling faith in their leadership abilities and helping them develop and hone leadership skills they don't know they possess.
Without initiative, leaders are simply workers in leadership positions.
For a long time, I operated under the Chinese proverb that there are four kinds of leaders: those who you laugh at, those who you hate, those who you love and those who you don't even know that they're leaders.
I'm not so sure liberal democracy as we know it has reached its terminus. It's clear though, that many have genuinely lost confidence in the Australian political class. One reason is that we like to place enormous burdens of expectations on modern political leaders. To be sure such expectations aren't always honest. Just as we want better public services but object to paying the higher taxes that would make them possible, we often want leadership but only if there aren't hard choices with real consequences.
I want the American Muslims to tell the leaders what they are telling me all the time. I want this internal debate to happen and the Muslims cannot just criticize the leadership without being involved. At the end of the day, you have the leadership you deserve.
Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.
Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.
I've always believed in instinct over intellect. The instinct is what you always knew; intellect is what you figure out.
Control is not leadership; management is not leadership; leadership is leadership is leadership. If you seek to lead, invest at least 50% of your time leading yourself-your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. If you don't understand that you work for your mislabeled 'subordinates,' then you know nothing of leadership. You know only tyranny.
I think any genuine leader today has to learn leadership the hard way-by doing it. That means embracing turbulence and crisis, not avoiding it. It means "flying through the thunderstorm." That's not to say that there are no basic principles to orient you to the challenge. Indeed, I describe some in the book. But there are no simple recipes. Until you have lived it, you don't really know how to do it. That's what I mean by "leadership the hard way."
We'll have a sales leader go run engineering. A lawyer go run business development. A business development leader go run our consumer operations. We're going to train a generalist group of leaders who know how to learn and operate in collaboration teamwork. I think that's the future of leadership.
Our leaders are cruel because only those willing to be inordinately cruel and remorseless can hold positions of leadership in the foreign policy establishment. People capable of expressing a full human measure of compassion and empathy toward faraway powerless strangers do not become president of the United States, or vice president, or secretary of state, or national security adviser or secretary of the treasury. Nor do they want 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.
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