You need courage to be creative. You need the courage to see things differently, courage to go against the crowd, courage to take a different approach, courage to stand alone, if you have to, courage to choose activity over inactivity.
Jim RohnRead
Leaders must understand that some people will inevitably sell out to the evil side. Don't waste your time wondering why; spend your time discovering who.
Interpretation
Leaders should focus on identifying those who betray their values rather than questioning their motives.
In this quote, Jim Rohn emphasizes the importance of discernment in leadership. He suggests that it is inevitable for some individuals to compromise their integrity for selfish reasons, and instead of fixating on the motivations behind such betrayals, leaders should invest their energy in recognizing and understanding those individuals. This awareness allows leaders to strengthen their teams and cultivate a more trustworthy environment.
In practice
In a leadership workshop, to emphasize the importance of understanding team dynamics.
You need courage to be creative. You need the courage to see things differently, courage to go against the crowd, courage to take a different approach, courage to stand alone, if you have to, courage to choose activity over inactivity.
It isnβt what the book costs. Itβs what it will cost you if you donβt read it.
Don't wish for less problems; wish for more skills.
The major value of reaching goals is not to acquire it, but it's the person you become while you're working to acquire it.
Faith is the ability to see things that don't yet exist. Faith, though, can turn difficulty into reality, positive reality.
You must take personal responsibility. You cannot change the circumstances, the seasons, or the wind, but you can change yourself. That is something you have charge of.
The conservative values of limited government and freedom for all coincide with the movement for full freedom and equality for LGBT Americans.
One who is mild rather than forceful has greater capacity for outreach.
The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don't improve myself and lift the organization, because that distance is a constant.
Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
The servant-leader is servant first... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first.
If I can't get the captains to respond appropriately and show the leadership I expect, how is anyone else going to respond?
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