Quotes About Responsibility

Think b4 tweeting pls.

The human race was now a single entity with a supreme responsibility towards itself; there were no longer any private rights at all, such as had certainly existed, in the period previous to this. Man now possessed dominion over every cell which composed His Mystical Body, and where any such cell asserted itself to the detriment of the Body, the rights of the whole were unqualified.

The cyclists best chance is to gather all the responsibility that can be gathered. Hoard it from those around you. Have faith that you will do a better job with it than they will, and make it so. [...] Don't leave your fate to the stars, or to luck.

Good bosses focus their attention, and their people's efforts, on the small number of things that matter most. The best bosses learn when they can and should ignore the least important demands from others. But some demands can't be avoided even though they have little, if any, impact on people or performance. In such cases, it might be wise to do a quick and crummy job so you can 'check the box' and quickly move on to more crucial chores.

My job is to hold the umbrella so the shit from above doesn't hit you. Your job is to keep me from having to use it.

Ignorance, mediocrity, and mistakes run rampant when organizations fail to link the right people to the right information at the right time. This

Great bosses avoid burdening their people. They invent, borrow, and implement ways to reduce the mental and emotional load they heap on followers.

This is our company—it's not theirs—it's ours.

The truth is that bosses...don't matter as much as most of us believe. They typically account for less than 15 percent of the gap between good and bad organizational performance, although they often get over 50 percent of the blame and credit.

Sometimes, the best management is no management at all. Jeffrey Pfeffer likes to say that managers should be required to take something like the physician's oath: "First, do no harm.

Accountability means that an organization is packed with people who embody and protect excellence (even when they are tired, overburdened, and distracted), who work vigorously to spread it to others, and who spot, help, critique, and (when necessary) push aside colleagues who fail to live and spread it.

better to shoot the messenger than to learn about—and fix—the problems. In contrast to such constructive defiance, I know bosses who employ the opposite strategy to undermine and drive out incompetent superiors. One called it "malicious compliance," following idiotic orders from

When someone at the Directors' College asked Campbell about the most crucial skill for a senior executive, he said it was the rare ability (which Jobs had in spades) to make sure that the short-term stuff gets done and done well, while simultaneously never losing sight of the big picture.

In other words, that American asshole rattled the Israeli health-care professionals so much that it undermined their ability to treat sick babies.

As engineer Sanjeev Singh explained, if you keep waiting for people to tell you what to do, don't ask for help when you get stuck, and won't show others your work until it is perfect, "you won't last long at Facebook.

fear of taking responsibility, especially the sense that it is safer to do nothing, or something bad, than the right thing.

Here's what I think we face. 2. Here's what I think we should do. 3. Here's why. 4. Here's what I think we should keep an eye on. 5. Now talk to me (i.e., tell me if you [a] don't understand, [b] cannot do it, [c] see

La indecisión es una particularidad de los malos jefes.

As Paul Friedman from the University of Kansas put it, flak catchers are "lightning rods" and "hassle handlers" who take and absorb "jolts sent by the dissatisfied." Taking such heat is part of the job for receptionists; executive assistants; security guards; spokespersons for companies, universities, and political campaigns; people who work in complaint departments; and bouncers.

Refusal to accept blame, pointing fingers at others, and wimpy language can help bosses keep their jobs for a while, but it usually backfires in the long run. No matter what is said, bosses are seen as responsible for what their people do.

on outside the meeting and agree on a steward to be responsible for it. With frequent, crisp stand-up meetings, there can never be the excuse that the opportunity to communicate was not there. We insist that bad news travels just as fast

Grant prefers to say nice things about people. But he argues that negative—and well-founded—gossip is often justified: "I feel that I have a social responsibility to speak candidly. If I don't warn people about the most manipulative and Machiavellian marauders in their midst, I'm leaving them vulnerable to attack.

When people (regardless of personality) wield power, their ability to lord it over others causes them to (1) become more focused on their own needs and wants; (2) become less focused on others' needs, wants, and actions; and (3) act as if written and unwritten rules others are expected to follow don't apply to them.

If you want to find out what a man is to the bottom, give him power. Any man can stand adversity — only a great man can stand prosperity. It is the glory of Abraham Lincoln that he never abused power only on the side of mercy