A Quote by Douglas Conant
Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders.
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I'd like to get to a point where I am not considered natural by myself. When I say that I mean that I don't want to fit within the guidelines of what other people feel it is to be natural. If people feel that natural bodybuilders usually are the ones who lack legs or have poor body parts or don't train very hard or aren't very strong or aren't very intense, if that's your perception of what a natural bodybuilder is, then that's not what I want to be.
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
The most dangerous leadership myth is that leaders are born - that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
In every organization, there are many people, from senior leaders to first-time managers, who have the power to elevate women in the workplace. I wouldn't be in the position I'm in today without several key people in power believing in me and giving me a chance to succeed.
Moods are in the mind and do not matter. Go within, go beyond. Cease being fascinated by the content of your consciousness. When you reach the deep layers of your true being, you will find that the mind's surface-play affects you very little.
Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.
I'm sure that inside your heart... you're trying with all your might to find it on your own... the reason you were born. Because... because really... there might not be anyone who was born with a reason. I think that everyone... everyone might have to find one on their own. [in her head] A reason for being born... A reason that it's okay to be alive... A reason to exist. [aloud] I think everyone might have to find it themselves... and decide it for themselves. It could be your dreams... your job... or a person... The reason you're looking for... might be vague, unclear... and uncertain. [in her head] And you might lose it. [aloud] But as long as you're alive... you have to keep searching for that reason.
The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.
To allow your organization the permission to fail is a very powerful thing. If we want to really be thought leaders and industry leaders, it doesn't come without taking risks. We're not afraid to take those risks that will get us to a better place.
You should have disagreements with your leaders and your colleagues, but if it becomes immediately a question of questioning people's motives, and if immediately you decide that somebody who sees a whole new situation differently than you must be a bad person and somehow twisted inside, we are not going to get very far in forming a more perfect union.
I think one purpose is very clear among corporations and business leaders: make profits, deliver high return for stockholders, conquer markets, service consumers and create jobs. But in today's world, demands from corporations and leaders are much more than that. We need to understand what people really want at the very end.
When things are not going right, where are the leaders to pull this team together? That leadership sometimes, you just can’t find it. If one of your leaders is the guy who throws five interceptions [in one game], you have an issue.
It is very, very rare where a slight that turns into a grudge that is in need of forgiveness is only about one of the parties. In most of our day-to-day situations - with colleagues at work, with your partner, with your children, with your friends - most of the time, if you really got down with each other and put aside your pride and your defensiveness and you had those hard conversations, you'd find a place where both people had something to ask for forgiveness from the other and to forgive the other.
Very often, we think of leadership being at the very top of an organisation. I think what's unique about ABG is that we have a very strong cadre of leaders across the organisation who are highly empowered and therefore play a very major role in the growth and evolution of the organization.
One great worker equals three not-so-great workers, so it's worth paying terrific people not just for today but to find people that we think have upward mobility to become tomorrow's leaders.
I felt my country should do more for its children. Its children are not born gangsters. In fact, they have in them the potential to be heroes because most of the kids who are in these gangs are leaders, very charismatic and good organizers.
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