It's said that a wise person learns from his mistakes. A wiser one learns from others' mistakes. But the wisest person of all learns from others's successes.
John C. MaxwellRead
The measure of a leader is not the number of people who serve him, but the number of people he serves.
Interpretation
A true leader is defined by how many individuals he supports rather than how many follow him.
This quote by John C. Maxwell emphasizes the essence of effective leadership as being service-oriented. It suggests that the value of a leader lies not in the quantity of followers they have, but rather in the extent to which they contribute to the growth and well-being of others. A genuine leader focuses on uplifting those around them and prioritizes their needs, making service the hallmark of true leadership.
In practice
This quote can inspire leaders during a company meeting about leadership values.
It's said that a wise person learns from his mistakes. A wiser one learns from others' mistakes. But the wisest person of all learns from others's successes.
Courage and initiative come when you understand your purpose in life.
Integrity is important in building relationships. And is the foundation upon which many other qualities for success are built, such as respect, dignity, and trust.
Attitude is the first quality that marks the successful man. If he has a positive attitude and is a positive thinker, who likes challenges and difficult situations, then he has half his success achieved.
Big-picture thinkers broaden their outlook by striving to learn from every experience. They don't rest on their successes, they learn from them.
In most cases, those who want power probably shouldn't have it, those who enjoy it probably do so for the wrong reasons, and those who want most to hold on to it don't understand that it's only temporary.
I tread in the footsteps of illustrious men, whose superiors it is our happiness to believe are not found on the executive calendar of any country.
The colonel replied that he didn't care how my men had got the job done. He was happy that it had been accomplished. He said that, obviously, no matter how much or how little I knew technically, I was able to get the best out of people I worked with.
I hate to speak about individuals. Players don't win you trophies, teams win trophies, squads win trophies.
As commanders and staff officers, we are coaches and sentries for our units: how can we coach anything if we don't know a hell of a lot more than just the TTPs?
Most executives I know are so action-oriented, or action-addicted, that time for reflection is the first casualty of their success.
All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.
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