Quotes About Leadership

Ideological muddle-headedness, political

Hitler's achievement as a speaker was, therefore, to become the main popularizer of ideas that were in no way his invention, and that served other interests as well as his own.

Spartacism.

Hitler's unmethodical, even casual, approach to the flood of often serious matters of government brought to his attention was a guarantee of administrative disorder. 'He disliked reading files,' recalled Wiedemann. 'I got decisions out of him, even on very important matters, without him ever asking me for the relevant papers. He took the view that many things sorted themselves out if they were left alone.

There are times – they mark the danger point for a political system – when politicians can no longer communicate, when they stop understanding the language of the people they are supposed to be representing

The wars of peoples will be more terrible than those of kings. Winston Churchill (1901)

Hitler was frank about the need to focus all energy on one goal, on attacking a single enemy to avoid fragmentation and disunity. 'The art of all great popular leaders,' he proclaimed, 'consisted at all times in concentrating the attention of the masses on a single enemy.

Our enemies are small worms,' he told his generals. 'I saw them in Munich.

But it was predominantly a reflection of Hitler's concept of politics as essentially agitation, propaganda, and 'struggle'. Organizational forms remained of little concern to him as long as his own freedom of action was not constrained by them. The crucial issue was the leadership of the 'political struggle'.

Time spent in the company of remarkable men is time well spent.

Little men, stuck in little positions of little authority, are always the worst.

A jolt, a white flash, a thunderclap, and the Hayate was torn apart—her bow floated one way, her stern the other, each section bobbing pitifully on the sea, and then both quickly sank, taking 168 men down with them. The battery's crew let out a full-throated cheer. "Knock it off, you bastards, and get back on the guns!" bellowed Platoon Sergeant Henry Bedell. "What do you think this is, a ball game?

The french Captain tells me, I have caused a War with France," Truxtun wrote Stoddert. "If so I am glad of it, for I detest Things being done by Halves." The

That was the tribute written to twenty-year-old Chester W. Nimitz by the editors of the Lucky Bag, the Naval Academy yearbook of 1905. The quote, from Wordsworth's Excursion, was apt: it got at Nimitz's qualities of serenity, humility, and good-fellowship. He had a pleasant face and an easy manner. He was comfortable in his own skin. He was one of those rare souls who managed to be both supremely confident and genuinely modest.

Each one of us, and, indeed, all those who aspire to national leadership must bring their own visions, views and styles to the business of reforming Nigeria, and the search for solutions.

To meet the expectations of the majority of our people, and to open up new vistas of economic opportunity so that the aspirations of Nigerians can stand a fair chance of being fulfilled in a lifetime, there must be a truly committed leadership in a democratic Nigeria.

But no nation can base its survival and development on luck and prayers alone while its leadership fritters away every available opportunity for success and concrete achievement.

I have great people, smart people that are around me and we love the challenge. I guess it's like climbing a mountain or building a building. It's a challenge but you love every challenge that it brings or presents itself.

After all, we are the absolute bosses of that whole theater and show in our minds. We even write the script. So always write positive, dynamic scripts and show only the best movies for you on that screen whether you are pimp or priest.

The purpose of management, leadership, parenting, or governing - any form of organizational leadership - is to solve today's problems and get ready to deal with tomorrow's problems. And that means managing change.

Subordinates soon learn not to ask the Arsonist for help in solving the problems that he assigned them. If they do, instead of trying to identify the barriers to a solution, he changes the assignment altogether, and in the process he overloads his subordinates with new problems.

An organization managed by a Bureaucrat may achieve its goals in spite of its manager because people learn to bypass him. However, the harder the Arsonist tries to manage, the further behind his organization gets. While the Arsonist is busy making everyone else busy, the organization is going nowhere. The Arsonist changes direction too often, and his subordinates do not actually cooperate. The Arsonist fails because an organization cannot constantly change direction.

The Arsonist's individualism creates centralization in decision making, but it is decision making with an interesting managerial twist. The Arsonist's decisions are extremely vague, and yet he expects the details to be worked out in exact accordance with wishes that he never explained fully and was probably unaware of initially.

it is easier to legislate a rule than to develop a value.