Academic experts may not be good at doing what they are experts in themselves, but they are good at explaining the subject matter to others. They write books, teach courses and offer lessons and give steps others can follow.
Some people are born good-looking. Some have the gift of gab. And some are lucky enough to be born smarter than the rest of us. Whether we like it or not, Mother Nature does not dole these characteristics out evenly.
I couldn’t understand why my productivity went down when I had deliberately made more time available to write. Then I realized it was because I wasn’t flying as much.
I know there’s a difference between being successful and feeling successful. And if you ask me if I feel successful, the honest answer is ‘not yet.’
I try to find, celebrate and teach leaders how to build platforms that will inspire others.
Like a good parent can’t also be his child’s best friend, a leader with authority requires some separation from subordinates.
Panic causes tunnel vision. Calm acceptance of danger allows us to more easily assess the situation and see the options.
When you explain to people what you’re trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it’s just for that short time you’re on the phone.
The big picture doesn’t just come from distance; it also comes from time.
No matter how many or how few people you have reporting to you, you must remember that as you climb higher in the ranks, your words will be taken as commands even if you’re just thinking out loud.
Entrepreneurs must be practical experts. They needn’t set out to be subject matter experts in what they do; they must set out to solve a problem or pursue some cause or purpose greater than themselves.
Nike doesn’t want to make products for everyone – they want to make products for champions.
There is a difference between giving directions and giving direction.
Money is a short-term result that incentivizes short-term decision making.
The quality of a leader cannot be judged by the answers he gives, but by the questions he asks.
To operate based on conviction and belief requires an acceptance that your actions could get you fired. This is different from pig-headed bravado, and it is different from putting the company at risk.
The most basic human desire is to feel like you belong. Fitting in is important.
You’ll never see the president carry his own luggage, and why? Because even though we know he has luggage, it would reduce his stature if he was too much like us. We need to think of our leaders as being above us, even though they must still relate to us.
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