We've learned how to destroy, but not to create; how to waste, but not to build; how to kill men, but not how to save them; how to die, but seldom how to live.
Omar N. BradleyRead
The greatness of a leader is measured by the achievements of the led. This is the ultimate test of his effectiveness.
Interpretation
A leader's true effectiveness is reflected in the accomplishments of those they lead.
Omar N. Bradley emphasizes that the success of a leader should not be measured by their personal achievements, but rather by how well they are able to inspire and guide their followers to achieve their own goals. This perspective highlights the importance of empowering others and the impact a leader has on the collective success of their team or organization.
In practice
In a corporate meeting discussing team performance, one could say, 'As Omar N. Bradley pointed out, our success reflects on our leadership style.'
We've learned how to destroy, but not to create; how to waste, but not to build; how to kill men, but not how to save them; how to die, but seldom how to live.
If you will help run our government in the American way, then there will never be any danger of our government running America in the wrong way.
Wars can be prevented just as surely as they can be provoked, and we who fail to prevent them must share the guilt for the dead.
We have grasped the mystery of the atom and rejected the sermon on the mount.
I am convinced that the best service a retired general can perform is to turn in his tongue along with his suit and to mothball his opinions.
We know more about war than we know about peace, more about killing than we know about living.
Women have to be active listeners and interrupters - but when you interrupt, you have to know what you are talking about.
I purposely try to hire people who are really self-motivated and good at what they do, and then I just leave them alone.
The sublimity of administration consists in knowing the proper degree of power that should be exerted on different occasions.
To not apologize for the behavior of the players to another manager is unthinkable. It's a disgrace, but I don't expect Wenger to ever apologize...he's that type of person.
Women still have an uneasy relationship with power and the traits necessary to be a leader. There is this internalized fear that if we are really powerful, we are going to be considered ruthless or pushy or strident - all of those epithets that strike right at our femininity. We are still working at trying to overcome the fear that power and womanliness are mutually exclusive.
This is one of the innovator’s dilemmas: Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
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