A Quote by Howard Schultz
Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.
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Organizations exist to make people's strengths effective and their weaknesses irrelevant. And this is the work of effective leaders.
Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders.
The key quality all successful people share is the ability to inspire, to transfer our passion to other people and to bring them along with us in pursuit of our vision. I have to be able to inspire investors, actors and crews on a daily basis. What I recognize in other successful people is a similar ability to make their passion infectious.
If two people share one, their destinies become intertwined. They'll remain a part of each other's lives no matter what.
Many leaders rely on confidence, the ability to make timely decisions, and hold themselves and others accountable. But some of these leaders have not yet developed resonance, the ability to read the room, understand and appreciate the thoughts and emotions of others.
The Internet, too, has strong attributes of a public good, and has undermined the “private good” attributes of old media. Internet service providers obviously can exclude people, but the actual content -the values, the ideas- can be shared with no loss of value for the consumer. It is also extremely inexpensive and easy to share material. Sharing is built into the culture and practices of the Web and has made it difficult for the subscription model to be effective.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
Leaders thrive when they feel creatively empowered, when they trust the people around them, when their confidence is swelling. Leaders make mistakes when they lose that same confidence, when they're fretting about their power base, when they're reacting instead of acting.
I'm not comparing myself with anyone, but I am very confident about my captaincy, as I have already led India and in the IPL also. I have confidence I can bring out each player's ability fully and also give them a lot of confidence... I would like to stick to what I know best and what I have confidence in.
I walk into all these organizations, and I'm always puzzled when I realize that people still want to be there. Most people really want to love their organizations. We need that level of commitment ... Yet organizations have done very little to deserve that kind of staying-power.
I have a ridiculous amount of confidence of protecting myself, but along with that confidence comes the ability that you don't need to fight.
Confidence is not lodged in people's brains, it comes from the support system that surrounds them. Let's not confuse confidence overall with just self-confidence. Self-confidence is only one part of confidence. People also need confidence in others - their colleagues and leaders - that they can count on them to do the right thing and not to let them down.
Here is an educational bombshell: Take from all of today's industrial nations all their industrial machinery and all their energy-distributing networks, and leave them all their ideologies, all their political leaders, and all their political organizations, and I can tell you that within six months, two billion people will die of starvation, having gone through great pain and deprivation along the way.
The ability to connect and influence people, that's the job of a leader. And we're all leaders at some level.
It is important that you strive for humility, but not humiliation, for a cool, level-headed confidence, not a stiff, delusional arrogance.
Often times I have been asked about the attributes for success, and I have said that you need two attributes for succeeding as an entrepreneur: one, courage, second, luck.
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