A Quote by Chip Espinoza
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.
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Try never to be the smartest person in the room. And if you are, I suggest you invite smarter people... or find a different room. In professional circles it's called networking. In organizations it's called team building. And in life it's called family, friends, and community. We are all gifts to each other, and my own growth as a leader has shown me again and again that the most rewarding experiences come from my relationships.
I was never the smartest guy in the room. From the first person I hired, I was never the smartest guy in the room. And that's a big deal. And if you're going to be a leader - if you're a leader and you're the smartest guy in the world - in the room, you've got real problems.
The position does not make you a leader. The title, the promotion, the fancy corner office do not make you a leader. No, it is relationships with people that are the foundation, the very heart of leadership. Have you ever worked for someone you didn't like? It's difficult, isn't it? On the other hand, the leader you will follow anywhere and everywhere is one you know cares about you, and values you. This person has your best interests at heart. It is the leader who comes alongside to help you improve and grow.
The function of a leader within any institution: to provide that regulation through his or her non-anxious, self-defined presence.
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.
He lifted his gaze to the framed photograph of Tanya and him taken on their wedding day. God, she had been lovely. Her smile had come through her eyes straight from her heart. He had known unequivocally that she loved him. He believed to this day that she had died knowing that he loved her. How could she not know? He had dedicated his life to never letting her doubt it.
She was bedridden falling a fall which broke her hip. X-rays showed that she had cancer of the colon which had already spreed. To my surprise I found her cheerful and free of pain, perhaps because of the small doses of morphine she was being given. She was surrounded by neighbours and friends who congregated at her bedside day and night. In this cosy, noisy, gregarious world of the "all-chinese" sickbed, so different from the stark, sterile solitude of the American hospital room, her life had assumed the astounding quality of a continuous farewell party.
Pamela Eells has been the most amazing leader. She's such a nurturing person, and that is what makes a woman such a great leader: she's nurturing but also gets stuff done.
A leader who is self-aware enough to know that he or she is not adept at everything is one who has taken the first step toward being a great leader.
A great leader should make it clear to her team members that as a matter of culture, her job is to replace herself. A new hire should know from the outset that she will ultimately have to bring in new talent to replace herself so that she can personally better herself and achieve loftier goals.
And she [Eleanor Roosevelt]loves being a star. And she loves being a teacher and a leader and a mentor and a big friend. Also, she's tall. She's one of the tallest girls in the school. And she's an athlete. And she writes many years later, at the end of her life, she writes that the happiest day, the happiest single day of her life was the day that she made the first team at field hockey. And I have to say, as a biographer, that's the most important fact. I
As a team leader, I have always told my team to never give up. Analyse why you failed so that, next time, you know what should not be done.
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.
It is the solemn obligation of a leader always to be a leader. Even when - perhaps especially when - you don't feel like being a leader.
A true leader must have enough backbone to stand alone - even when the crowd wants to take the easy road home. A true leader cannot be dependent on companionship for his or her security, but must learn to trust in God alone.
She does not want to feel even the faintest temptation to call his mobile number, as she had done obsessively for the first year after his death so she could hear his voice on the answering service. Most days now his loss is a part of her, an awkward weight she carries around, invisible to everyone else, subtly altering the way she moves through the day. But today, the Anniversary of the day he died, is a day when all bets are off.
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