Quotes about Leadership

He knew that if you oversee people and you wish to develop leaders, you are responsible to: (1) appreciate them for who they are; (2) believe that they will do their very best; (3) praise their accomplishments; and (4) accept your personal responsibility to them as their leader.

As you and I grow and improve as leaders, so will those we lead. We need to remember that when people follow us, they can only go as far as we go. If our growth stops, our ability to lead will stop along with it.

If I went back to college again, I'd concentrate on two areas: learning to write and to speak before an audience. Nothing in life is more important than the ability to communicate effectively." Talent isn't enough. Experience isn't enough. To lead others, you must be able to communicate well, and connecting is key.

ASK NO MORE OF OTHERS THAN YOU ARE ASKING OF YOURSELF.

But people of influence understand the incredible value of becoming a good listener. For example, when Lyndon B. Johnson was a junior senator from Texas, he kept a sign on his office wall that read, "You ain't learnin' nothin' when you're doin' all the talkin'." And Woodrow Wilson, the twenty-eighth American president, once said, "The ear of the leader must ring with the voices of the people.

Example is not the main thing in influencing others . . . it is the only thing.

Livingstone replied, "If you have men who will come only if they know there is a good road, I don't want them. I want men who will come even if there is no road at all." That's what top leaders want from the people working for them: they want individuals who are willing to do what others won't.

leaders touch a heart before they ask for a hand.

Vision and mission are the head and the heart of people. But values are their soul.

60 percent of all management problems are the result of faulty communications.

two things are responsible for making leadership rise? The first is competence. No one wants to follow an incompetent leader. The second is values. Values are principles that guide your decisions and behaviors.

At least once a year I'd ask Steve to point out anything he thought I was doing that was wrong or weaknesses in my leadership that he believed might have me headed for trouble. After a couple of years of this, Steve once said, 'John, you are the most successful person I work with, yet you are the only one who invites critism. Why?' I don't trust anyone with power that can't be checked, I answered. Especially me.