I am like a man so busy in letting rooms in one end of his house, that he can't stop to put out the fire that is burning the other.
Abraham LincolnRead
I can make more generals, but horses cost money.
Interpretation
This quote emphasizes the importance of resources in leadership decisions.
Abraham Lincoln's quote highlights the tension between human resources and material resources in leadership. While it's possible to increase the number of leaders, the financial cost of essential resources, like horses in this context, underscores the limitations that leaders face in executing their strategies. It serves as a reminder that effective leadership requires not only vision but also the material means to realize that vision.
In practice
In a presentation about effective leadership, you could quote Lincoln to illustrate resource management.
I am like a man so busy in letting rooms in one end of his house, that he can't stop to put out the fire that is burning the other.
Sir, my concern is not whether God is on our side; my greatest concern is to be on God's side, for God is always right.
Give me six hours to chop down a tree and I will spend the first four sharpening the axe.
How many legs does a dog have if you call the tail a leg? Four. Calling a tail a leg doesn't make it a leg.
For it has been said, all that a man hath will he give for his life; and while all contribute of their substance the soldier puts his life at stake, and often yields it up in his country's cause. The highest merit, then is due to the soldier.
And having thus chosen our course, without guile, and with pure purpose, let us renew our trust in God, and go forward without fear, and with manly hearts.
You can't inspire people if you are going to be uninspiring.
One of the first things I learned in the Marine Corps is that any military mission has to be defined as precisely as you can possibly define it, and then you size the force and equipment force to accomplish that mission without fail.
In order to gain the respect of your players in the locker room, you can't just perform on Saturday. You have to do it consistently during practices, meetings, and in the weight room.
And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.
Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.
Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'
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