A Quote by Bruce Rauner
I want to transform state government. What it takes is a strong CEO type... a leader who can drive things.
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I have my strong views and opinions. I really want to transform Illinois government because this state is failing the taxpayers and the children.
Who takes the blame: the leader who talks of poverty but lives in luxury, or the poor who choose a leader of that type?
People want the nation to transform in the same way they want their own lives to transform. If you're interested in transforming your life, you can't just transform some things. You can't try to fix some things, but sweep other things under the rug because it's too hard to face them. And the same is true for a nation.
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.
In this state one enriches everything out of one's own fullness: whatever one sees, whatever wills is seen swelled, taut, strong, overloaded with strength. A man in this state transforms things until they mirror his power—until they are reflections of his perfection. This having to transform into perfection is—art.
I feel that if people investigate the emergence of government, of State power - if they examine the logic of State power historically, and more specifically in the United States - they will find that the concept of limited government is not tenable once they adopt some type of libertarian principle.
When God transforms the life of just one leader, that leader can transform a church. When one church is transformed, you can transform a community. And when enough churches are thriving, you can affect a region, a country, and eventually the entire world with the positive, life-changing power of Jesus Christ and the redeeming and restoring work of his people.
But ambitious encroachments of the federal government, on the authority of the State governments, would not excite the opposition of a single State, or of a few States only. They would be signals of general alarm . . . But what degree of madness could ever drive the federal government to such an extremity.
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.
People say I'm a natural leader, but I just go out there and do my job and do whatever it takes to win; that's what comes with being a leader, those are the sort of things I've done as I've tried to grow into a leader and I'm just going to continue to do them.
A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.
First, we need to focus government on the things that are required of the State. Second, we need to achieve competence in government so that the State delivers on the things it sets out to do.
It isn't a coincidence that governments everywhere want to educate children. Government education, in turn, is supposed to be evidence of the state's goodness and its concern for our well-being. The real explanation is less flattering. If the government's propaganda can take root as children grow up, those kids will be no threat to the state apparatus. They'll fasten the chains to their own ankles. H.L. Mencken once said that the state doesn't just want to make you obey. It tries to make you want to obey. And that's one thing the government schools do very well.
"There's no CEO for the government." But if you were CEO for a day at the government, would you have tools and reports and wherewithal to look at government the way a business would look at its lines of business, its spending, its revenue? I've actually been working, first by myself and then with a group of people, on then on and off, and now much more on, almost since the I time left Microsoft.
It takes a strong heart to drive on clogged arteries.
I know firsthand the complexities of leading an enterprise through business and technology transformation. It takes intense focus, a strong drive, and a clearly communicated vision to inspire and take an organization from where they are, to where they need to be - or where they want to go.
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