A Quote by James MacGregor Burns
To elevate the goals of humankind, to achieve high moral purpose, to realize major intended change, leaders must thrust themselves into the most intractable processes and structures of history and ultimately master them.
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Some people may have greatness thrust upon them. Very few have excellence thrust upon them. They achieve it. They do not achieve it unwittingly, by “doin' what comes naturally”; and they don't stumble into it in the course of amusing themselves. All excellence involves discipline and tenacity of purpose.
What is clear is that business leaders must commit to champion change - to be transparent about their goals for change, to align their incentives systems to drive the change, and to make sure their work environments are flexible in a way that allows men and women who choose to work to be able to achieve all of their potential.
No one can dictate purpose to another. We discover it for ourselves. Typically leaders know what makes them tick so they do have a purpose, be it to advance their career, achieve some wealth, and be recognized for their efforts. Where they need help is reminding themselves of why they chose their career and their company. They also need to decide periodically if they need to do something new and different. Purpose is an inner compass that points us in the right direction.
Most leaders are indispensable, but to produce a major social change, many ordinary people must also be involved.
Most of us are going through life without interrogating whether our decision-making processes are fit for purpose. And that's something we need to change - especially when the stakes are high and the decisions are of real import.
For we have built into all of us, old blueprints of expectation and response, old structures of oppression and these must be altered at the same time that we alter the living condition which are the result of those structures. For the master's tool will never dismantle the master's house.
A hallmark of high performance leaders is the ability to influence others through all levels and types of communication, from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and organizational alignment. High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue.
Achieve self-mastery over your thoughts, and constantly direct them toward your goals and objectives. Learn to focus your attention on the goals that you want to achieve and on finding ways to achieve those goals.
Good leaders set vision, missions, and goals. Great leaders inspire every follower at every level to internalize their purpose, and to understand that their purpose goes far beyond the mere details of their job. When everyone is united in purpose, a positive purpose that serves not only the organization but also, hopefully, the world beyond it, you have a winning team.
Leaders must exemplify integrity and earn the trust of their teams through their everyday actions. When you do this, you set high standards for everyone at your company. And when you do so with positive energy and enthusiasm for shared goals and purpose, you can deeply connect with your team and customers.
The only religion that can satisfy today's ideal is a religion that will give consecration to life, and direction to human endeavor, inspire men with faith in themselves, dedicate them to high moral purpose, and give them the strength to live through their failures, and to face with high courage their supreme tragedies.
There's nothing wrong with having your goals really high and trying to achieve them. That's the fun part. You may come up short. I've come up short on a lot on my goals, but it's always fun to try and achieve them.
History is preoccupied with fundamental processes of change. If you are allergic to these processes, you abandon history and take cover in the social sciences. Today anthropology, sociology, etc, flourish. History is sick. But then our society too is sick
Inanimate objects can be classified scientifically into three major categories: those that don't work, those that break down and those that get lost. The goal of all inanimate objects is to resist man and ultimately to defeat him, and the three major classifications are based on the method each object uses to achieve its purpose. As a general rule, any object capable of breaking down at the moment when it is most needed will do so.
You must ask, "What do we mean by great results?" Your goals don't have to be quantifiable, but they do have to be describable. Some leaders try to insist, "The only acceptable goals are measurable," but that's actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you're making progress.
Only the Muslims defend their beliefs by burning down churches, killing people and destroying embassies. This path will not yield any results. The Muslims must ask themselves what they can do for humankind, before they demand that humankind respect them.
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