Leadership Quotes - Page 110

I learned it doesn't matter how you win. You play to your team's strength.

If I can't get the captains to respond appropriately and show the leadership I expect, how is anyone else going to respond?

I hired top-notch people, trusted them to do their jobs, and then came to grips with the fact that I wouldn't be coaching as much.

Change isn't always bad; we should always be learning and improving. But the change I was seeing involved principles, not procedures.

At the end of the day, the only people a One Voice doctrine silences are those who should be the most loyal.

We only wanted to pay significant sums to keep truly special players.

Football is a vocation and an opportunity for ministry. But it's not a life.

I can't very well preach unity and tell the guys we're all in this together and everyone's important, then cut a guy because we might improve by one percent if we bring in someone else.

I was able to look at football as something that God was allowing me to do, not something that should define me. I couldn't take my identity from this sport.

There's a difference between making incremental improvements and making sweeping changes that take you away from your core values.

I found that while life drags on when you're losing, it marches on when you're winning.

There are certain bridges that are not worth crossing, no matter what others think. Loyalty and relationships are important.

Keeping ridiculous hours doesn't mean you'll be successful.

(Offensive Coach) Paul Hackett realized that Joe Montana knew more about the offense than he did, but when the meeting was over, Paul saw that Joe had taken three pages of notes. He documented exactly how Paul wanted to run the play, as well as all of the basics of it and its details. That's what a professional does.

If we do what we do without panicking, we can accomplish great things.

If a guy is intimidated by a woman in leadership, he has real problems with his own concepts of masculinity. That's a harsh statement, but I believe it to be true.

Ideals survive through change. They die through inertia in the face of challenge.

Gandhi and Mandela and Churchill and JFK and Reagan and Thatcher and Sarkozy and Franklin and Washington set the tone to an incredible degree-their "personal style" was their "brand." ("It" starts with personal style of the tip-top leadership team. Sorry to be politically insensitive, but who would give a hoot about Tibet if it weren't for the look and style of the Dalai Lama?) Boss at any level: You're either on the "it" boat-or not.

It's not enough to be close to the customer. You've got to be glued to the customer.

Tactics and strategies ought to be based on what the real world is, and we do not have the political power to do this. We're not about to shut the government down over the fact that we cannot, only controlling one house of Congress, tell the president that we're not going to fund any portion of [Obamacare]. Because we can't do that.

I'm not so sure liberal democracy as we know it has reached its terminus. It's clear though, that many have genuinely lost confidence in the Australian political class. One reason is that we like to place enormous burdens of expectations on modern political leaders. To be sure such expectations aren't always honest. Just as we want better public services but object to paying the higher taxes that would make them possible, we often want leadership but only if there aren't hard choices with real consequences.

There are many in public life who deserve only our praise and admiration. But there are too many who are products of a class that knows little other than spin and the machinations of politics. Little wonder that leadership of the transforming sort is so hard to come by. The danger is that this may be permanent. Where our best people shun politics because the profession isn't honoured as it once was, this only serves to make the profession even less honoured.

Most people can do absolutely awe-inspiring things. Sometimes they just need a little nudge.

We are not altogether here to tolerate. We are here to resist, to control and vanquish withal.

Leaders: Captains of industry.