We want to support our troops because they didn't make the decision to go there... but I don't think it should be open-ended. We ought to have a benchmark where the administration has to come back and give us a report.
Edward KennedyRead
A man of abilities and character, of any sect whatever, may be admitted to any office of public trust under the United States.
Interpretation
This quote emphasizes that merit and character are paramount for public office, transcending personal beliefs or affiliations.
Edmund Randolph's quote underlines the importance of individual qualities such as abilities and character when it comes to holding public office in the United States. It suggests that a person's worthiness for a role in governance should be based on their personal merits rather than their sectarian beliefs, thus promoting inclusivity and fairness in leadership.
In practice
In a speech about diversity in public service, one could use this quote to highlight the importance of evaluating candidates based on their abilities and not their beliefs.
We want to support our troops because they didn't make the decision to go there... but I don't think it should be open-ended. We ought to have a benchmark where the administration has to come back and give us a report.
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.
Many think of management as cutting deals and laying people off and hiring people and buying and selling companies. That's not management, that's deal making. Management is the opportunity to help people become better people. Practiced that way, it's a magnificent profession.
O Captain! My Captain! our fearful trip is done.
It would be counterproductive to tell people exactly what they are supposed to do and exactly how they are supposed to do it to a point where they become more concerned about your expectations than about completing their work in a quality way.
The fact is, employees cannot make breakthroughs if they can't openly and honestly disagree with their peers and their leader. Indeed, great leaders don't just permit conflict; they actively try to elicit it from reluctant employees as well.
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