A Quote by Mike Krzyzewski
Almost everything in leadership comes back to relationships.
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The more you openly name your struggles, the less people can use your silence as a back door to blackmail you, to sabotage your leadership, or to subvert relationships within the organization.
We have a problem with women in leadership across the board. This leadership gap - this problem of not enough women in leadership - is running really deep and it's in every industry. My answer is we have to understand the stereotype assumptions that hold women back.
We cannot master everything, taste everything, understand everything, drain every experience to its last dregs. But if we have the courage to let almost everything else go, we will probably be able to retain the thing necessary for us-whatever it may be. If we are too eager to have everything, we will almost certainly miss even the one thing we need
Relationships are the foundation of leadership.
We all have relationships - I've had relationships in my past, and I don't look back on them and think, 'That was a mistake.'
Leadership can't be claimed like luggage at the airport. Leadership can't be inherited, even though you may inherit a leadership position. And leadership can't be given as a gift - even if you've been blessed with an abundance of leadership skills to share with someone else. Leadership must be earned by mastering a defined set of skills and by working with others to achieve common goals.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
All confidence placed in another is dangerous if it is not perfect, for on almost all occasions we ought to tell everything or to conceal everything. We have already told too much of our secret, if one single circumstance is to be kept back.
You have to be intelligent. You have to know what other guys are doing because you're in the back end and you see everything, so you have to alert others what to be ready for, and that makes it easier on everyone. It's just like playing offense, but now you're the quarterback of the defense, and you need to be vocal and take on that leadership responsibility. If you do, everything else becomes easier.
Bands are about these little relationships that make everything tick, and when you create new music you're testing those relationships.
Every team has leadership. The leadership is the best players. But there's positive leadership, and there's negative leadership.
I look at the textures, surfaces, colors, and the individual objects in the painting. And then I wonder: what are the relationships among them? Those relationships are everything.
I won almost everything there is to win and I look back with great memories.
As long as we can establish the bona fides of the leadership of Boko Haram, we are prepared as a government to discuss with them how to get the girls back. But we have not established any evidence of a credible leadership.
All the jazz guys had interracial relationships, and even the ladies did. Over the years, interracial relationships have been a hip, almost defiant thing, a way of saying "Nobody can put a boundary around me."
What is your legacy? Are you intentional about the sort of influence you want to have on the world around you? Being aware of how you want to be remembered gives you a perspective on what is truly important. Leadership is influence, and relationships are the foundation of leadership. Nothing is more predictive of your legacy than the quality of people you surround yourself with.
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