Quotes About Leadership

Moore also realized that a good leader is also a good listener.

The best leaders strive to create a "family environment" within their organization.

Now, this not only means seeing the troops are fed, clothed and housed properly (the easy part), but more importantly, training them to perfection, anticipating their problems and needs while actively anticipating and eliminating problems before they occur. Among other attributes

A leader is paid to do three things: Get the job done and get it done well. Plan ahead—be proactive, not reactive. Exercise good, sound judgment in doing all of the above.

Thus, a leader's task is to develop their subordinates' will along with their skill. This begins with realistic training with consistent standards.

If you can't justify the rationale of an order to yourself, don't make your subordinates do it. Re-evaluate your reasons and find another method.

The best leaders in any enterprise see problems coming and stack the deck to prevent negative "what ifs" from happening. They also have contingency plans to take advantage of positive openings which occur in fleeting windows of time.

When in charge, take charge, but treat your subordinates with respect, dignity, and common courtesy.

He must have smart, well-trained people to run day-to-day activities. He must check up on them and make sure the job is getting done while he stacks the deck for future success.

If you want something done, ask nicely. If a subordinate forgets to perform a task, don't take it personally; just remind them nicely. In any organization, everyone has a "to-do" list. While juggling these tasks, some things will inevitably fall through the cracks. When that happens, don't assume that the subordinate is lazy or stupid. Simply re-engage them on the task and, if necessary, emphasize why it's a priority.

If a subordinate performs a task and the outcome is not what you expected, don't attack their intelligence or their character. Politely explain the deficiencies and offer an idea for a solution. Subordinates quickly lose respect for any leader who is "all problem and no solution.

An outfit does well the things the boss checks up on.

Don't complain to your boss. He wants solutions; not just problems.

Good leaders don't wait for official permission to try out a new idea. In any organization, if you go looking for permission, you will inevitably find the one person who thinks his job is to say "No!" It's easier to get forgiveness than permission.

The leader must have trust in the people he leads; trust that they will perform their duties well. The people in the ranks must have trust in their leaders; trust that they will perform their duties completely. The people in the ranks must have trust and confidence in one another; trust that each will perform their duties well as members of the team.

Put the welfare of your troops above your own. They eat before you eat; they sleep before you sleep.

Commanders are not always leaders. Commanders are appointed. Leaders are unofficially "elected" by the troops in the unit. Likewise in other fields of endeavor. Every leader is put through an informal process in the first few weeks wherein his people judge him and decide whether or not he is worthy of their trust. He must earn that trust. How? A leader must prove himself by his actions, appearance, demeanor, attitude, and decisions.

Most importantly, a leader proves himself by demonstrating his concern for and relationship with the people under him. The old adage: "Take care of your people and they will take care of you.

WITHOUT EQUAL. Think about it. These words are even more powerful than the "Will to Win" or "#1"…ponder the feeling one gets from these words. I suggest you, embrace these words forever within your institution. And as you enlarge your circles around the world, make these two words your everyday life breath.

The most precious commodity with which the Army deals is the individual soldier who is the heart and soul of our combat forces. —GENERAL J. LAWTON COLLINS

A leader must realize his subordinate leaders will be killed or wounded. He must prepare and train other leaders to step up and take over. He, himself, must train his next-in-line to take command in event he is killed, wounded, or evacuated.

When taking over an organization," Moore said, "you've got to stand out in front of your people, and state clearly what your goals are; what you expect from them; and what they can expect from you. Then shut up and let everybody go to work.

A leader should surround himself with persons who fit his requirements and standards—and then turn them loose to do their jobs.

It's a key responsibility of the leader, in any field of endeavor (athletic team, military, or business) to assure the successful continuity or ability of his organization to carry on should he die or become incapacitated. It's his duty to plan for such a contingency out of loyalty to his people and, if in a business endeavor, loyalty to his customers and, clients.