A Quote by Emma McKeon

That would be nice, to become more of a leader in the team. — © Emma McKeon
That would be nice, to become more of a leader in the team.
If you took some famous religious leader, for example, and said it would be nice to clone them indefinitely so you have a dynasty of leaders, my own guess would be that each time the cloning takes place, they would become more and more defective, presumably mentally defective and subsequently worse.
I'd say it was always in me - it's just what's required of you is very different in the moment that you become leader. When you're part of a team, you defer, and you're there to support your 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.
What many people don't realise is the first F1 test I was offered by Frank Williams and the team was a one-off. It was never planned that I would become part of the team or it would lead to more.
I'd like to think I've become a better leader, first and foremost, a more vocal leader on the court. More of a playmaker, a more all-around player.
Maybe in the huddles I say something more. But I say it... not to become a leader, it's just to help my team out.
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.
He has become a great leader of his team, a guy that has evolved in terms of his role within the team.
I knew that to be successful, I had to be more than a scorer. I had to become a leader. It's not about scoring. It's about doing what my team needs me to do.
Money always flows to the leader... If you want more money, simply become more of a leader.
Often, in a given project team or network, one sees leadership roles shifting among various members at various times. Attempts to fit these into traditional views of "leader" and "follower" don't quite work. It's more like Twitter: the "leader" has "followers" - but the "followers" are empowered to alter the relationship unilaterally, and the "leader" must continually earn the consent of the "followers."
My team in Orlando was a team full of people who nobody wanted, and I was the leader and I led that team with a smile on my face.
I still wanted to race in Formula One, for a correct team, a nice team, one that is professional, where you would feel important. But there was no position for me to carry on, so I felt if that opportunity wasn't there, then it would be better for me to stop, and start thinking about doing different things.
The best leaders understand the motivations of their team members and know their people - their lives and their families. But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.
My research debunks the myth that many people seem to have . . . that you become a leader by fighting your way to the top. Rather, you become a leader by helping others to the top. Helping your employees is as important, and many times more so, than trying to get the most work out of them.
Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved.
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