A Quote by Suzanne Bates

For years when we went into companies to discuss how we could help their leaders be most effective, we heard people say, "Our leaders need to develop executive presence."
What we say in private we must be willing to say with a heart burning with love and honor before the face of our leaders. If not, we will poison our spirits and it will manifest in the presence of our leaders.
We need leaders who can reflect theologically and help develop more robust thinking that understands how context affects our understanding of God, humankind, the fall, and redemption.
I think the characteristics of really effective leaders when people are frightened and depressed are the same qualities that leaders need when people are optimistic. The difference is when people are frightened the need for these few qualities becomes much stronger because frightened people are desperate to have someone they can trust and believe in and who seems to be able to create a better future.
The core philosophy we share with leaders is that everyone can develop the qualities in themselves. We all have strengths, but where we have gaps, we can make small changes in our behavior that make a big difference in how others see us as leaders.
No doubt a leader or leaders can make that culture more effective or less effective, by the way that we behave. Most importantly, but also by what we say, what we stress, what we reward.
Micromanaging erodes people's confidence, making them overly dependennt on their leaders. Well-meaning leaders inadvertently sabotage their teams by rushing to the rescue and offering too much help. A leader needs to balance assistance with wu wei, backing off long enough to let people learn from their mistakes and develop competence.
The most effective executive branch officials try to help legislators develop explanations for the votes they are being asked to take.
Business leaders should provide expertise in service of our country. My predecessors at GE have done so, as have leaders of many other great American companies.
Very soon, most companies will need to have a global operating model - even if you only sell locally. Even mid-sized companies will source globally. Knowing how to operate in this environment will be critical. We need to train managers and leaders to become citizens of the world.
People say, 'Oh, you don't like China?' No, I love them. But their leaders are much smarter than our leaders, and we can't sustain ourself with that.
Good union leaders make excellent public leaders in the legislative and executive branches.
May I stress the need for courageous, intelligent, and dedicated leadership... Leaders of sound integrity. Leaders not in love with publicity, but in love with justice. Leaders not in love with money, but in love with humanity. Leaders who can subject their particular egos to the greatness of the cause.
In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
I love the Mexican people; I respect the Mexican leaders - but the leaders are much sharper, smarter and more cunning than our [American] leaders.
A few years ago the idea that extreme poverty was harmful was on the fringes of the economic and political debate. But having made the case we are now seeing an emerging consensus among business leaders, economic leaders, political leaders and even faith leaders.
For leaders to be effective, they need to connect with people.
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