Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality.
Dee HockRead
Never hire or promote in your own image. It is foolish to replicate your strength and idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.
Interpretation
Diversity in perspectives and abilities enhances leadership effectiveness.
Dee Hock emphasizes the importance of diversity in leadership by advising against surrounding oneself with people who simply mirror one's own strengths or weaknesses. Effective leaders should seek out individuals with different viewpoints and skills, as this leads to better decision-making and innovation. Achieving this requires humility and an open-minded attitude toward differing opinions and abilities.
In practice
In a team meeting, you might say, 'As Dee Hock once said, it's crucial to embrace different viewpoints for effective leadership.'
Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality.
Making good judgments when one has complete data, facts, and knowledge is not leadership - it's bookkeeping
We are now at a point in time when the ability to receive, utilize, store, transform and transmit data - the lowest cognitive form - has expanded literally beyond comprehension. Understanding and wisdom are largely forgotten as we struggle under an avalanche of data and information.
If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.
You learn nothing form your successes except to think too much of yourself. It is from failure that all growth comes, provided you can recognize it, admit it, learn from it, rise above it, and then try again.
It is not making better people of others that management is about. It's about making a better person of self. Income, power, and titles have nothing to do with that.
I'm the ultimately responsible person in this organization. Other people can pass the buck to me, but I can't pass the buck to anyone else.
Hence the saying: The enlightened ruler lays his plans well ahead; the good general cultivates his resources.
On a film set, there are runners who are 19, it's their first job, but to me they're as important as anybody else because if they don't do their job then nobody else can. So I don't think anybody should be treated disrespectfully or as if they're of a lower status.
The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.
The executive, in our government is not the sole, it is scarcely the principle, object of my jealousy. The tyranny of the legislature is the most formidable dread at present and will be for many years. That of the executive will come in its turn, but it will be at a remote period.
All coaching is, is taking a player where he can't take himself.
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