A Quote by Nick Morgan

Sometimes, with leaders, the stakes are very high indeed. Churchill, in WWII, for example, could not afford to utter publicly his concerns about England's ability to survive Hitler's onslaught. He thought about them, but the leadership conversation sometimes needs to inspire, not voice doubt.
The old grey donkey, Eeyore stood by himself in a thistly corner of the Forest, his front feet well apart, his head on one side, and thought about things. Sometimes he thought sadly to himself, "Why?" and sometimes he thought, "Wherefore?" and sometimes he thought, "Inasmuch as which?" and sometimes he didn't quite know what he was thinking about.
Sometimes you move publicly, sometimes privately. Sometimes quietly, sometimes at the top of your voice. And sometimes an active policy is best advanced by doing nothing until the right timeor never.
Sometimes you move publicly, sometimes privately. Sometimes quietly, sometimes at the top of your voice.
Churchill knew the importance of peace, and he also knew the price of it. Churchill finally got his voice, of course. He stressed strategy, but it was his voice that armed England at last with the old-fashioned moral concepts of honor and duty, justice and mercy.
H. G. Wells was not the only one to mention Churchill and Hitler in the same breath: "Churchill and Hitler are striving to change the nature of their respective countrymen by forcing and hammering violent methods on them. Man may be suppressed in this manner but he cannot be changed. Ahimsa [non-violence in the Hindu tradition], on the other hand, can change human nature and sooner than men like Churchill and Hitler."
Winston Churchill inspired my leadership philosophy. I've read a huge number of his writings, especially his diaries from the Second World War. His thoughts on leadership and duty have helped me as England captain.
Quality effective leaders have the confidence to trust others to try, succeed, and sometimes to fail. We very often confuse personality with leadership. In other words, leadership is not about being a nice person or not a nice person.
Leaders create and inspire new leaders by instilling faith in their leadership abilities and helping them develop and hone leadership skills they don't know they possess.
Sometimes you're not sure about a player. Sometimes you doubt. Sometimes you have to guess. Sometimes... you just know.
Sometimes you're not sure about a player. Sometimes you doubt. Sometimes you have to guess. Sometimes you just know.
Ultimately, leadership is not about glorious crowning acts. It's about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others' success, and then standing back and letting them shine.
The ability to walk in someone else's shoes, or in my case, play down in someone else's cleats is one of the very best things you can do. There's nobody in this world who doesn't have that voice in their head. Sometimes it's the best voice in the world, and it pumps you up, but sometimes the voice is down. I wanted my players to be able to hear my voice in their head instead of someone else's because I knew that was a narrative I could control.
Many CEOs and leaders think that silence is indeed golden, that consensus is bliss. It is - sometimes. But more often what it signifies is that there are no respected processes for surfacing concerns and dissent.
Sometimes my work needs to be photographic, sometimes it needs words, sometimes it needs to have a relationship to music, sometimes it needs to have all three and become a video projection.
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.
My senses of space, of distance, and of direction entirely vanished. When I looked for the ground I sometimes looked down, sometimes up, sometimes left, sometimes right. I thought I was very high up when I would suddenly be thown to earth in a near vertical spin. I thought I was very low to the ground and I was pulled up to 3,000 feet in two minutes by the 500-horsepower motor. It danced, it pushed, it tossed. . . . Ah! la la!
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