At a young age, I learned from my grandmother that I should respect all people. Her lessons were defining moments in my life and determined the type of leader that I would become.
Interpretation
Respecting others is essential for effective leadership.
Frances Hesselbein reflects on the impactful lessons imparted by her grandmother during her formative years, emphasizing that the fundamental values of respect for all individuals shaped her character and leadership style. This quote highlights the importance of early moral education in guiding one's actions and decisions, particularly in a leadership context, suggesting that such values are crucial for building meaningful relationships and fostering an inclusive environment.
In practice
In a leadership seminar discussing the values derived from personal experiences.
When people are speaking, they require our undivided attention. We focus on them; we listen very carefully. We listen to the spoken words and the unspoken messages. This means looking directly at the person, eyes connected; we forget we have a watch, just focusing for that moment on that person.
It takes courage for a leader to identify and confront self-imposed barriers, to put in place the personal strategies required to unleash the energy, innovation, and commitment to self-development.
Women are working for part or all of their adult lives now. The possibilities are limitless, but you need to prepare.
The real leader redefines or defines the mission in a very powerful way so that people understand it; it permeates the organization.
Leadership is not a basket of tricks or strategies or skills that you pull out. Leadership begins with the quality of the person.
Social-sector organizations have to be better managed than for-profit organizations... because they have no margin of error.
It is what we prevent, rather than what we do that counts most in Government.
You can't just give a speech and expect people to fall down and agree with you.
You know, I think when people are in important positions in big organizations, they often get tied up with the minutia of managing money, managing things. They often forget that people deserve to be led.
When women apply for a job, we ask ourselves, 'Am I qualified? Do I have the experience? Do I have the education? Do I have the abilities?' When a man looks at that job, he thinks, 'How much does it pay?' We need to stop second-guessing our abilities. We need to stand up and make ourselves heard.
A movement without vision would be a movement without moral foundation.
Basically, managing is about influencing action. Managing is about helping organizations and units to get things done, which means action. Sometimes, managers manage actions directly. They fight fires. They manage projects. They negotiate contracts.
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