A Quote by Simon Sinek

Notoriously outspoken, his sentences always punctuated with profanities, General George S. Patton was the epitome of what a leader should be like - or so he thought. Patton believed a leader should look and act tough, so he cultivated his image and his personality to match his philosophy.
If you're a leader, you don't push wet spaghetti, you pull it. The U.S. Army still has to learn that. The British understand it. Patton understood it. I always admired Patton. Oh, sure, the stupid bastard was crazy. He was insane. He thought he was living in the Dark Ages. Soldiers were peasants to him. I didn't like that attitude, but I certainly respected his theories and the techniques he used to get his men out of their foxholes.
Bailey might not have great intelligence or abilities, but his whole aim, thought and study was that of the born leader--to look out for himself; and he did it with that born-leader's confidence and intensity that draws along the ordinary uncertain man, who soon confuses his own interest and his own safety with that of the leader.
No one should pay attention to a man delivering a lecture or a sermon on his "philosophy of life" until we know exactly how he treats his wife, his children, his neighbors, his friends, his subordinates and his enemies.
A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.
In his writings, Patton was shameless about his ambition to woo Lena to be his bride. He detailed the gradual progress he made, playing music for her on his violin, writing her poems, beguiling her with stories, engaging her in conversation. It was clear that he obsessed over her. He knew what he wanted and never relented until she was his.
Dad had great people investing in his life at a young age. His mother, his stepfather, his Boy Scout leader, his football coach. That's where integrity is planted, like seeds that are harvested later.
A leader should demonstrate his thoughts and opinions through his actions, not through his words.
A leader should never compare his technical skills with his employee's.
Everyone believed the Senate could not really be led. It used to take so long to rise up through seniority. In two years Lyndon Johnson is assistant leader of his party. In four years he is the leader of his party.
By altering his arrangements and changing his plans, the skillful general keeps the enemy without definite knowledge. By shifting his camp and taking circuitous routes, he prevents the enemy from anticipating his purpose. At the critical moment, the leader of an army acts like one who has climbed up a height and then kicks away the ladder behind him.
We should always remember that it is by His invitation that we come to His holy house, the temple of the Lord. We should respond to His invitation by being worthy, by being prepared, and by having the temple as a priority in our lives. While in the temple we should act as if we are in His holy presence.
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.
Part of the task of the leader is to make others participate in his leadership. The best leader knows how to make his followers actually feel power themselves, not merely acknowledge his power.
I've always managed by walking around. Any CEO or leader who spends the majority of his time in his office is not doing his job.
A leader who confines his role to his people's experience dooms himself to stagnation; a leader who outstrips his people's experience runs the risk of not being understood.
The moment a leader steps away from his core competencies, his effectiveness as a leader diminishes.
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