A Quote by Brad Feld

Stress on fast growing companies comes from a lot of different places. The one that is often the largest, and creates the most second-order issues, is the composition of the leadership team. More specifically, it's specific people on the leadership who don't have the scale experience their role requires at a particular moment in time.
Management is clearly different from leadership. Leadership is primarily a high-powered, right-brain activity. It's more of an art it's based on a philosophy. You have to ask the ultimate questions of life when you're dealing with personal leadership issues.
As women's leadership qualities come to play a more dominant role in the public sphere, their particular aptitudes for long-term negotiating, analytic listening, and creating an ambiance in which people work with zest and spirit will help reconcile the split between the ideals of being efficient and being humane. This integration of female values is already producing a more collaborative kind of leadership, and changing the very ideal of what strong leadership actually is.
Every team has leadership. The leadership is the best players. But there's positive leadership, and there's negative leadership.
For a lot of women, one of the hardest things about leadership is the desire to be liked by everyone. That's often inconsistent with leadership. It's certainly inconsistent with taking positions on very controversial issues.
As a company grows from 25 to 50 to 100 to 200 to 500 to 1000 people, the characteristics of who is the very best talent in leadership roles will change. It's rarely the case that your leadership team at 1000 people is the same leadership team you had a 25 people.
I realize that as the quarterback, you have to assume some sort of leadership role because you have to talk in the huddle on every play, and you're essentially giving out orders to the team. But in my mind, I have to prove myself on the field before I can start asserting a leadership role.
We never used to blink at taking a leadership role in the world. And we understood leadership often required something other than drones and bombs. We accepted global leadership not just for humanitarian reasons, but also because it was in our own best interest. We knew we couldn't isolate ourselves from trouble. There was no place to hide.
The quarterback position is a role of leadership, and I feel just who I am as a person, I bring different types of leadership to the table.
The steady progress made by North Korea on its nuclear and missile programs is deeply concerning. The US cannot solve this problem alone. However, in order to take steps that could fundamentally affect the North Korean leadership and its decision-making, we need to work even more closely with our allies in the region who feel this threat acutely. I would urge China, in particular, to intensify its leadership role in helping to solve this crisis.
Transforming leadership, [is defined as] leadership that builds on man's need for meaning, leadership that creates institutional purpose ... he is the value-shaper, the exemplar, the maker of meanings ... he is the true artist, the true pathfinder.
Despite the best intentions, companies often become culturally dysfunctional. This occurs when leadership has a perception about the culture that conflicts with reality, or leadership behaves differently than what might be written down.
I often ask myself: "What would Theodore Roosevelt do?" One can never know, of course. The ultimate contribution of consequential leaders is often their capacity to reframe issues in novel ways. That said, his leadership engaged, at a foundational level, whether the American "national character" would accept decline and mediocrity, or would go all-in for leadership and excellence. Amid the myriad of otherwise disconnected issues before us, that choice is emerging yet again.
I think as far as any kind of pressure on a football team or on an individual in professional sports really depends not only on that individual but the leadership they have on the team and the leadership they have on the coaching staff. A lot of times, they can divert some of those pressures off of the individual and off of the team.
M&A at Microsoft is a team sport for the senior leadership group. They're all involved in it, and we all play different roles. My role is the first centralized business development role at Microsoft.
I do have the strength. Leadership, leadership is not about attacking people and disparaging people. Leadership is about creating a serious strategy to deal with the threat of our time.
A philanthropic venture requires all the energy, knowledge and money from its founder that a company requires from the leadership team.
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