A Quote by Bob Ainsworth
We need a leader able to project his or her personality and present our policies in today's media environment. All this is true - but we also need a leader capable of building a team, inspiring loyalty from colleagues, and one genuinely open to ideas.
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And it falls to a true leader to see to it that his or her people have an inspiring vision to pursue.
Leadership (according to John Sculley) revolves around vision, ideas, direction, and has more to do with inspiring people as to direction and goals than with day-to-day implementation. A leader must be able to leverage more than his own capabilities. He must be capable of inspiring other people to do things without actually sitting on top of them with a checklist.
Producing major change in an organization is not just about signing up one charismatic leader. You need a group - a team - to be able to drive the change. One person, even a terrific charismatic leader, is never strong enough to make all this happen.
A business leader has to keep their organization focused on the mission. That sounds easy, but it can be tremendously challenging in today's competitive and ever-changing business environment. A leader also has to motivate potential partners to join.
Visualize a wagon wheel as a complete team. A leader might be the hub of the wheel at the center. Now suppose the spokes are the connecting relationships the leader is building with people on the outer rim of the wheel. If the hub is removed, then the entire wheel collapses. In a situation like that, if a team loses the leader, the entire team collapses.
One of the best paradoxes of leadership is a leader's need to be both stubborn and open-minded. A leader must insist on sticking to the vision and stay on course to the destination. But he must be open-minded during the process.
You need to make sure you hire people who are capable of being strong team players. Team members should fit the company's culture, be committed to the team, and be capable of being genuinely vulnerable and selfless.
I have worked with countless organizations that exhaust energy adapting to the weaknesses of the leader. I had a leader announce to his/her team the other day that he/she was the smartest person in the room. It perhaps was true, but that is where self-regulation should come in. The days of one genius surrounded by a bunch of worker bees are hopefully done. I know Millennials won't buy into such a scenario.
I always felt the gifts you need as governor were more suited for my personality. I'm a good team player, but I'm not a policy wonk. In Congress, you need 218 votes to make anything happen. When you're governor, you're the CEO of the state. You establish the vision and standards for the state. You're the leader.
Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove. But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.
I think, as a quarterback and a leader, it's not necessarily what you do in the limelight. Obviously, you want guys handling themselves in an appropriate manner for the organization and the team, but you need to be who you are. If you're a guy who does that and can be a leader, and naturally that's what you want to do, awesome.
The core in the Juche outlook on the revolution is loyalty to the party and the leader. The cause of socialism and communism is started by the leader and is carried out under the guidance of the party and the leader.
When building a strong team, you need a strong leader.
There are no reluctant leaders. A real leader must really want the job. . . . If you find the need for a leader and have to coax or urge your selection, you'll be well advised to pass him over. He's not the man you need.
We expect our media to lead and open doors for our young talents. As we need creative engineers, doctors and managers, we also need creative journalists and media workers.
What I teach our people is that, as a leader, you have four key roles apart from people management. First is to champion the grand vision. Two, install systems and a culture to run experiments. The third thing is to savour surprises. The fourth thing is that even a leader's ideas need to be subjected to tests.
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