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“At the end of the day, our organisations are here for people. We must not only be about product innovations, we must also be about innovation in leadership.”
Teamwork
Leadership Quotes
Winning Quotes
Accountability Quotes
Innovation Quotes
Organization
Service Excellence
Customer Service Quotes
Engagement Quotes
Pearls Before Swine
“I can understand backward patriarchal reasoning and opinions coming from a male, but from a woman – and of all people, from a leader of women? That says something profound about the nature of that leadership – and, if nothing else – what it says about the followers is not very flattering at all”
I
Leadership
Male
But
A Leader
Patriarchal Reasoning
Something Profound
The Flight of the Romanovs: A Family Saga
“With her two daughters Minnie was strict and demanding, always reminding them of their royal duties. With her three growing sons she was far more permissive than with the girls, more like an older sister or intimate friend than mother, conspiring with the boys to deflect the temper of their father. Minnie would wheedle, charm and deceive Sasha. Nicky was especially close to his mother, ready to accept her advice, and unfortunately she encouraged his dependence on her rather than helping him to develop a style of leadership unsuitable for his future responsibilities.”
Motherhood
Royalty
Familial Relationships
The Art of Executive Coaching: Secrets to Unlock Leadership Performance
“In order to be an executive coach with a thriving practice, you need to have been a leader, be fluent in psychology, and have a evidence-based methodology." My book can't help you with #1, but it can help you with the rest.”
Consulting
Executive Coach Preparation
Stress-Less Leadership
“You’re born. Then you die. This book is for you, for the part in between. xo Dr. Nadine”
Leadership
Stress
Take Charge Of Your Own World
It's Not about the Coffee: Leadership Principles from a Life at Starbucks
“Любая прочитанная вами книга, любой встретившийся вам человек, любое ваше переживание дают вам шанс узнать нечто новое о себе, о том, из чего вы сделаны. Никто не побудит вас к откровенной самооценке в большей степени, чем супруга (супруг), сосед по комнате или ребёнок.”
Люди
Отношения
Знание
Мотивация
It's Not about the Coffee: Leadership Principles from a Life at Starbucks
“Лидер обязан, во-первых, постоянно совершенствоваться сам, а во-вторых, помогать становлению других лидеров - не только руководителей, являющихся таковыми по должности, но и каждого из нас. Ведь долг любого человека - вести самого себя к полной реализации собственного потенциала, к тому, чтобы внести максимальный вклад в порученное дело и в улучшение нашего мира вообще.”
Работа
Бизнес
Лидерство
It's Not about the Coffee: Leadership Principles from a Life at Starbucks
“Люди робки от природы. Многие из нас желают выразить своё мнение, но воздерживаются от этого, боясь, что их оттолкнут, не пожелают слушать. В результате они молчат и не выступают. Признак хорошего лидера - упорная работа над тем, чтобы изменить ситуацию, сделать невысказанное явным. Вы должны создать условия, в которых люди могут не стесняться я и не таить свои мысли.”
Работа
Бизнес
Лидерство
It's Not about the Coffee: Leadership Principles from a Life at Starbucks
“Цитаты представляют полученное мною образование: они происходят из мудрости веков, из слов моих наставников и из моего собственного опыта. На стене они всегда у меня перед глазами, это помогает мне никогда не забывать о вещах, которые для меня особенно важны. Похожим образом действует на нас посещение церкви, мечети, храма вообще - мы нуждаемся в регулярных напоминаниях о главном, о пройденных уроках, о принципах, по которым работаем и живём.”
Бизнес
Лидерство
Дело Не В Кофе
Кофе
“Solomon never had a degree,
but he mastered wisdom.
David never had a degree,
but he mastered warfare.
Moses never had a degree,
but he mastered leadership.
Asaph never had a degree,
but he mastered music.
Ahitophel never had a degree,
but he mastered common sense.
Job never had a degree,
but he mastered patience.
Elijah never had a degree,
but he mastered preaching.
Daniel never had a degree,
but he mastered oracles.
Paul never had a degree,
but he mastered theology.
Jesus never had a degree,
but he mastered life.
Imhotep never went to university,
but he built pyramids.
Amenhotep never went to university,
but he built schools.
Thutmose never went to university,
but he built pyramids.
Akhenaten never went to university,
but he built states.
Ramses never went to university,
but he built empires.”
Enlightenment Quotes
Wise Quotes
Africa Quotes
African Philosophy Quotes
Guru Quotes
Sage Quotes
Matshona Dhliwayo Quotes
Philosophy Quotations
African Philosopher Quotes
Solomonology Quotes
“Too often the change team will engage a leader with success delusion, this look is obvious on their face when you enter their office. They think to themselves, ‘Who is this plebeian and dullard before me?’"
Change Management Handbook - The Leadership of Change Volume 3”
Change Management
Leadership Of Change
The Anatomy of Fascism
“The European states resembled each other rather closely in their luxuriant growth of antiliberal criticism as the twentieth century opened. Where they differed was in those political, social, and economic preconditions that seem to distinguish the states where fascism, exceptionally, was able to become established.
One of the most important preconditions was a faltering liberal order. Fascisms grew from back rooms to the public arena most easily where the existing government functioned badly, or not at all. One of the commonplaces of discussions of fascism is that it thrived upon the crisis of liberalism. I hope here to make that vague formulation somewhat more concrete. On the eve of World War I the major states of Europe were either governed by liberal regimes or seemed headed that way. Liberal regimes guaranteed freedoms both for individuals and for contending political parties, and allowed citizens to influence the composition of governments, more or less directly, through elections. Liberal government also accorded a large measure of freedom to citizens and to enterprises. Government intervention was expected to be limited to the few functions individuals could not perform for themselves, such as the maintenance of order and the conduct of war and diplomacy. Economic and social matters were supposed to be left to the free play of individual choices in the market, though liberal regimes did not hesitate to protect property from worker protests and from foreign competition. This kind of liberal state ceased to exist during World War I, for total war could be conducted only by massive government coordination and regulation.
After the war was over, liberals expected governments to return to liberal policies. The strains of war making, however, had created new conflicts, tensions, and malfunctions that required sustained state intervention. At the war’s end, some of the belligerent states had collapsed...What had gone wrong with the liberal recipe for government?
What was at stake was a technique of government: rule by notables, where the wellborn and well-educated could rely on social prestige and deference to keep them elected. Notable rule, however, came under severe pressure from the “nationalization of the masses."
Fascists quickly profited from the inability of centrists and conservatives to keep control of a mass electorate. Whereas the notable dinosaurs disdained mass politics, fascists showed how to use it for nationalism and against the Left. They promised access to the crowd through exciting political spectacle and clever publicity techniques; ways to discipline that crowd through paramilitary organization and charismatic leadership; and the replacement of chancy elections by yes-no plebiscites. Whereas citizens in a parliamentary democracy voted to choose a few fellow citizens to serve as their representatives, fascists expressed their citizenship directly by participating in ceremonies of mass assent. The propagandistic manipulation of public opinion replaced debate about complicated issues among a small group of legislators who (according to liberal ideals) were supposed to be better informed than the mass of the citizenry. Fascism could well seem to offer to the opponents of the Left efficacious new techniques for controlling, managing, and channeling the “nationalization of the masses,” at a moment when the Left threatened to enlist a majority of the population around two non-national poles: class and international pacifism.
One may also perceive the crisis of liberalism after 1918 in a second way, as a “crisis of transition,” a rough passage along the journey into industrialization and modernity. A third way of looking at the crisis of the liberal state envisions the same problem of late industrialization in social terms.”
Fascism
Mass Politics
Crisis Of Democracy And Fascism
The Anatomy of Fascism
“Hitler and Mussolini, by contrast, not only felt destined to rule but shared none of the purists’ qualms about competing in bourgeois elections. Both set out—with impressive tactical skill and by rather different routes, which they discovered by trial and error—to make themselves indispensable participants in the competition for political power within their nations.
Becoming a successful political player inevitably involved losing followers as well as gaining them. Even the simple step of becoming a party could seem a betrayal to some purists of the first hour. When Mussolini decided to change his movement into a party late in 1921, some of his idealistic early followers saw this as a descent into the soiled arena of bourgeois parliamentarism. Being a party ranked talk above action, deals above principle, and competing interests above a united nation. Idealistic early fascists saw themselves as offering a new form of public life—an “antiparty”—capable of gathering the entire nation, in opposition to both parliamentary liberalism, with its encouragement of faction, and socialism, with its class struggle. José Antonio described the Falange Española as “a movement and not a party—indeed you could almost call it an anti-party . . . neither of the Right nor of the Left." Hitler’s NSDAP, to be sure, had called itself a party from the beginning, but its members, who knew it was not like the other parties, called it “the movement” (die Bewegung). Mostly fascists called their organizations movements or camps or bands or rassemblements or fasci: brotherhoods that did not pit one interest against others, but claimed to unite and energize the nation.
Conflicts over what fascist movements should call themselves were relatively trivial. Far graver compromises and transformations were involved in the process of becoming a significant actor in a political arena. For that process involved teaming up with some of the very capitalist speculators and bourgeois party leaders whose rejection had been part of the early movements’ appeal. How the fascists managed to retain some of their antibourgeois rhetoric and a measure of “revolutionary” aura while forming practical political alliances with parts of the establishment constitutes one of the mysteries of their success.
Becoming a successful contender in the political arena required more than clarifying priorities and knitting alliances. It meant offering a new political style that would attract voters who had concluded that “politics” had become dirty and futile. Posing as an “antipolitics” was often effective with people whose main political motivation was scorn for politics. In situations where existing parties were confined within class or confessional boundaries, like Marxist, smallholders’, or Christian parties, the fascists could appeal by promising to unite a people rather than divide it. Where existing parties were run by parliamentarians who thought mainly of their own careers, fascist parties could appeal to idealists by being “parties of engagement,” in which committed militants rather than careerist politicians set the tone. In situations where a single political clan had monopolized power for years, fascism could pose as the only nonsocialist path to renewal and fresh leadership. In such ways, fascists pioneered in the 1920s by creating the first European “catch-all” parties of “engagement,”17 readily distinguished from their tired, narrow rivals as much by the breadth of their social base as by the intense activism of their militants. Comparison acquires some bite at this point: only some societies experienced so severe a breakdown of existing systems that citizens began to look to outsiders for salvation. In many cases fascist establishment failed; in others it was never really attempted.”
Fascism
Fascism Entering Politics
The Anatomy of Fascism
“The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights).
But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the
manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens.
Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.”
Fascism
Fascist Leaders
Fascist Supporters
“The real value of democracy comes from unity, equal rights and ethical leadership. If we abide by this value, our community can progress without the rise of civil and economic inequality.”
Democracy
Political Philosophy
Civil Rights
Polical Correctnes
“Your caliber and effectiveness as a #centaur is linked to your digital competencies, digital leadership, and complexity of your ecosystem”
Digital Transformation
Digital Leadership
“The fundamental #DigitalLeadership metrics are maturity, effectiveness and Digital Footprint”
Digital Transformation
Digital Leadership
“Digital Transformation doesn't happen without Digital Leadership”
Digital Transformation
Digital Leadership
“The critical path for any Digital Transformation is Digital Leadership and Culture, not technology.”
Leadership Development
Digital Transformation
Organizational Culture
Digital Leadership
“You cannot outsource Leadership”
Leadership
Outsource
“Leadership has never been a commodity, on the contrary, its value has been growing exponentially.”
Leadership
Leadership Availability
Lead by choice, not by checks
“Our business should be beyond just innovating through products, it should be innovating in leadership too. Without our people, what we provide won't reach our customers effectively.”
Business
Leadership
Excellence
Management
Service Excellence
Airline
“insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn't its own leg up, as if it doesn't imply a familiarity that warms an interviewer to a candidate... [is] wilful ignorance".”
Whiteness
Systemic Racism
Positive Discrimination
“True leaders can't take leadership positions from others. They must earn it.”
Chris Mentillo Quotes
Chris Mentillo
Chris Mentillo Horror
Chris Mentillo Horror Books
Chris Mentillo Goodreads
Chris Mentillo Books
Chris Mentillo Author
Chris Mentillo Book Quotes
Chris Mentillo Writer
Chris Mentillo Famous Quotes
100 IT Charms: Running Versatile IT to get Digital Ready
“It takes a few key building blocks including leadership, strategy, structure, and capability to shape a customer-centric digital business.”
Leadership
Strategy
Digital Master
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