A Quote by John Baldoni

Leaders who lead purposeful organizations are those who put people first. No, it's not a cliché when they actually do it. It means they set clear expectations, provide adequate resources, coach for success, and evaluate for results.
Purposeful organizations develop the next generation, not simply the next leader. My friend Marshall Goldsmith, bestselling author and leading executive coach, does not like the term succession planning. Better to say, "succession development." That means you are focusing on multiple managers and grooming them to lead.
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.
We have high expectations at West Virginia University for success on and off the field and as Coach Holgorsen has acknowledged to me, we are not meeting those expectations on the field.
I am a programmer. If I write code, I don't evaluate the results by what I hope the code will be. I evaluate it by what happens when I compile it. I evaluate it by results.
Good leaders are focused, directive, and inspiring... in other words, purposeful. People want to look up to leaders, not because they think they are better than us, but because good leaders provide us with a sense of purpose that inspires us to do better.
Leaders, whatever the size of their organizations, are those willing to put the interests of other people before their own.
Plans are one thing and fate another. When they coincide, success results. Yet success mustn't be considered the absolute. It is questionable, for that matter, whether success is an adequate resposne to life. Success can eliminate as many options as failure.
I have always believed that on important issues, the leaders must lead. Where the leaders fail to lead, and people are really concerned about it, the people will take the lead and make the leaders follow.
It's clear that means testing can direct limited resources to the elderly in need and achieve better results in poverty alleviation.
People trust those leaders who show real results of their work, rather than those who just talk about the results.
An organization is really a factory for producing new ideas and for linking those ideas with resources - human resources, financial resources, knowledge resources, infrastructure resources - in an effort to create value. These are processes that you can map, with results that you can measure.
Learning organizations organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.
There are leaders, and there are those who lead. Leaders are those who hold a position of power or authority. But those who lead are those who inspire us. And it's those who start with why, that have the ability to inspire those around them or find others who inspire them.
There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us.
Part of my mandate is to curb corruption and streamline a cumbersome, graft-ridden bureaucracy, to put resources where they will provide the clearest results, and to untangle a complicated regulatory environment.
As leaders, I think we have to give people in many places a chance to have success, not continue to put those people down.
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