A Quote by Mike Krzyzewski
The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion
Related Quotes
The truth is that many people set rules to keep from making decisions.
Leadership is the name that people use to make sense out of complex events and the outcomes of events they otherwise would not be able to explain. In other words, people attribute leadership to certain individuals who are called leaders because people want to believe that leaders cause things to happen rather than have to explain causality by understanding complex social forces or analyzing the dynamic interaction among people, events, and environment.
There's a small amount of super-wealthy people that want to maintain their billions and billions of dollars. Those are the people who are really making the decisions.
To a certain degree, with a TV show, people are looking for a certain amount of familiarity. You don't want to pull the rug out, but you also want to keep things fresh and keep changing it up.
The definition of strong leadership is not about making decisions that are popular. Making popular decisions is easy - you don't need to be a leader to do that. The definition of strong leadership is to make decisions that are unpopular, but are nevertheless sound.
No dictator can last forever. History shows that in the end, people around the dictator bring about change. Of course, a lot of high-ranking officials don't want change because they want to keep power. But there are other good people who want change. I believe they are waiting for the chance.
There are so many people pulling at me at one time - some want the business, some want my love, some just want my support, just to be there or to acknowledge them the same way I used to. To be able to figure that out is an ongoing process, because there's always another show, another album, another moment that I don't want to miss. But I'm pacing myself. I hope the powers that be keep me on a straight course.
Usually naive interviewers hover between two mutually contradictory convictions: one, that a text we call creative develops almost instantaneously in the mystic heat of inspirational raptus; or the other, that the writer has followed a recipe, a kind of secret set of rules that they would like to see revealed. There is no set of rules, or, rather, there are many, varied and flexible rules.
By instinct we-leaders-want to run hard all the time; by intellect we know this is not possible. Reconciling those two positions in the context of leadership is an ongoing challenge.
The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
If we want leaders to make good decisions amid huge complexity, and learn how to build great teams, then we should send them to learn from people who've proved they can do it. Instead of long summer holidays, embed aspirant leaders with Larry Page or James Dyson so they can experience successful leadership.
I want the American Muslims to tell the leaders what they are telling me all the time. I want this internal debate to happen and the Muslims cannot just criticize the leadership without being involved. At the end of the day, you have the leadership you deserve.
I think Chinese leadership is trying to tell the world they have another set of logic or reasoning or values which are different from yours. Of course, I don't think they believe that. It's just an argument that's made when you can't confront the truth and facts. They really want to maintain power.
Everyone is impressed by Modi-ji's leadership. Many big leaders want to work with him. Similarly, as an activist, I want to join the party.
It means a lot to me that people appreciate what I do. That's why I give a lot of importance to my fans and I like to maintain a certain proximity to them. I already feel very thankful that people enjoy my work so much, and becoming famous is not my ultimate goal. I think it's important to keep a good balance between what I want to do and what people want to hear; otherwise I might fall into the dark side.
People buy into the leader before they buy into the vision. Many people who approach the area of vision in leadership have it backwards. They believe that if the cause is good enough, people will automatically buy in and follow. But that's not how leadership works. People don't follow worthy causes; they follow worthy leaders with a cause they can believe in. They buy into the leader first.
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