I may be kindly, I am ordinarily gentle, but in my line of business I am obliged to will terribly what I will at all.
Catherine The GreatRead
In politics a capable ruler must be guided by circumstances, conjectures and conjunctions.
Interpretation
A successful leader in politics adapts to the situations and variables around them.
Catherine the Great's quote emphasizes the importance of flexibility and adaptability in political leadership. A capable ruler must navigate the complexities of their environment, using their understanding of circumstances and the unpredictable nature of events to guide their decisions and strategies. This reflects the need for leaders to be perceptive and responsive, rather than rigidly adhering to a single approach or ideology.
In practice
During a political debate, to highlight the importance of responsiveness to changing circumstances.
I may be kindly, I am ordinarily gentle, but in my line of business I am obliged to will terribly what I will at all.
I beg you take courage; the brave soul can mend even disaster.
I praise loudly. I blame softly.
A great wind is blowing, and that gives you either imagination or a headache.
I like to praise and reward loudly, to blame quietly.
Happiness and unhappiness are in the heart and spirit of each one of us: If you feel unhappy, then place yourself above that and act so that your happiness does not get to be dependent on anything.
I don't have any formula for ousting a dictator or building democracy. All I can suggest is to forget about yourself and just think of your people. It's always the people who make things happen.
Our leaders must hear us speaking on behalf of our brothers and sisters in South Sudan. If the moral duty to save lives and work toward peace is not compelling enough to drive decision-makers, we must remind them that we care and will hold them accountable.
The strength of the team lies within the individual. And the strength of the individual lies within the team
I must have assistants who will solve their own problems and tell me later what they've done.
The power of a person derives not from the office he occupies but from a clear sense of direction and aspiration and from a willingness to struggle for his ways and beliefs.
To get important work done, most leaders organize people into teams. They believe that when people collaborate toward a common goal, great things can happen. Yet in reality, the whole is often much less than the sum of the parts.
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