War is the province of chance. In no sphere of human activity is such a margin to be left for this intruder. It increases the uncertainty of every circumstance, and deranges the course of events.
Carl Von ClausewitzRead
Never forget that no military leader has ever become great without audacity.
Interpretation
Great military leaders achieve success through bold and courageous actions.
This quote emphasizes the importance of audacity in leadership, particularly in military contexts. Clausewitz argues that exceptional leaders are characterized by their willingness to take calculated risks and act decisively in the face of uncertainty, suggesting that greatness often requires a foundation of courage and determination.
In practice
During a motivational speech to inspire young leaders.
War is the province of chance. In no sphere of human activity is such a margin to be left for this intruder. It increases the uncertainty of every circumstance, and deranges the course of events.
The object of defense is preservation; and since it is easier to hold ground than to take it, defense is easier than attack. But defense has a passive purpose: preservation; and attack a positive one: conquest.... If defense is the stronger form of war, yet has a negative object, it follows that it should be used only so long as weakness compels, and be abandoned as soon as we are strong enough to pursue a positive object.
Although our intellect always longs for clarity and certainty, our nature often finds uncertainty fascinating.
But the main point is that soldiers, after fighting for some time, are apt to be like burned-out cinders. They have shot off their ammunition, their numbers have been diminished, their strength and their morale are drained, and possibly their courage has vanished as well. As an organic whole, quite apart from their loss in numbers, they are far from being what they were before the action; and thus the amount of reserves spent is an accurate measure on the loss of morale.
The more a general is accustomed to place heavy demands on his soldiers, the more he can depend on their response.
If the enemy is to be coerced, you must put him in a situation that is even more unpleasant than the sacrifice you call on him to make. The hardships of the situation must not be merely transient - at least not in appearance. Otherwise, the enemy would not give in, but would wait for things to improve.
Open, frank communication is the lynchpin to teamwork. A fractured team is like a fractured bone; fixing it is always painful and sometimes you have to re-break it to heal it fully - and the re-break always hurts more because it is intentional.
Prioritization sounds like such a simple thing, but true prioritization starts with a very difficult question to answer, especially at a company with a portfolio approach: If you could only do one thing, what would it be? And you can't rationalize the answer, and you can't attach the one thing to some other things. It's just the one thing.
Our words, actions, and diplomatic efforts should be aimed at trying to achieve pragmatic goals rather than creating rhetorical effect.
Many leaders are tempted to lead like a chess master, striving to control every move, when they should be leading like gardeners, creating and maintaining a viable ecosystem in which the organization operates.
Standards should not be forced down from above but rather set by the production workers themselves.
The work of a team should always embrace a great player, but the great player must always work.
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