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Russell D. Roberts • Wild Problems: A Guide to the Decisions That Define Us
FDR told Frances Perkins that what congressmen wanted most was to have “a nice jolly understanding of their problems rather than lots of patronage. A little patronage, a lot of pleasure, and public signs of friendship and prestige—that’s what makes a political leader secure with his people and that is what he wants anyhow.”75
Jean Edward Smith • FDR
Below the surface leaders are REAL leaders. They are relatable, equitable, aware, and loyal.
LaTonya Wilkins • Leading Below the Surface
integrity.
Joseph A. Maciariello • A Year With Peter Drucker
- Communicate on a first-name basis without allowing relationships to become buddy-buddy. Deep resentments can develop when others see you playing favorites by exhibiting a special bond with select members of the group.
Bill Walsh, Steve Jamison, Craig Walsh • The Score Takes Care of Itself: My Philosophy of Leadership
Engage Your Loyal Opposition
Andy Stefanovich • Look at More: A Proven Approach to Innovation, Growth, and Change
so Townsend was a bit controversial. But that’s a characteristic of great leadership, and Bob didn’t back down when critics turned up the heat. He didn’t care what people thought about him personally; what he cared about was creating an organization that was both profitable and an exciting place to work.
Robert C. Townsend • Up the Organization: How to Stop the Corporation from Stifling People and Strangling Profits (J-B Warren Bennis Series)
In fact, as would be demonstrated as soon as Johnson began hiring men on a large scale, the crucial qualification was subservience. Dignity was not permitted in a Johnson employee. Pride was not permitted. Utter submission to Johnson’s demands, the submission that Jones called “a surrender of personality,” a loss of “your individuality to his domin
... See moreRobert A. Caro • The Path to Power: The Years of Lyndon Johnson I
to us—which is our central problem.