Quotes about leadership

When responsibility is thrust upon you, can you run from it? No—you have never and you never will. That is what makes you as you are. That is why men follow you, though they hate your blood. They trust you.

“You are the leader, Gaise. Men always tend to agree with the leader. It is the nature of things.”

“This is not a game, Father.”

“Of course it is: the oldest game in the world. You have proved yourself in battle, leading men in cavalry charges. This game is different. This game is unlikely to be won by a single heroic charge. This will be like the wolf pack hunting the stag. This will be about planning, movement, wearing down the enemy, bringing him to bay at exactly the point where he is at his weakest. This will be about subtlety and deception. Winter Kay is an excellent strategist. He thinks he is the wolf. He is right. We are the stag. To win you must make him the stag.”

I didn't feel the need to have a lot of yes-men standing around me. As Mitchell Sharp once put it, the bigger the staff, the smaller the minister.

Sky’s forecourt had been designed by my late sister, Kurue, who had understood two key elements of the mortal psyche: they hate being reminded of their own insignificance, yet they simultaneously and instinctively expect their leaders to be overwhelmingly dominant.

The best way to manage people, he thought, was to convince them that you were good for their careers. He further believed that the only way to get people to believe that you were good for their careers was actually to be good for their careers.

In the end, leadership is a choice. Rank, authority, and even responsibility can be inherited or assigned, whether or not an individual desires or deserves them. Even the mantle of leadership occasionally falls to people who haven't sought it. But actually leading is different. A leader decides to accept responsibility for others in a way that assumes stewardship of their hopes, their dreams, and sometimes their very lives. It can be a crushing burden, but I found it an indescribable honor.

People are born; leaders are made. I was born the son of a leader with a clear path to a profession of leadership. But whatever leadership I later possessed, I learned from others. I grew up in a household of overt values, many of which hardened in me only as I matured. Although history fascinated me, and mentors surrounded me, the overall direction and key decisions of my life and career were rarely impacted by specific advice, or even a particularly relevant example I'd read or seen. I rarely wondered What would Nelson, Buford, Grant, or my father have done? But as I grew, I was increasingly aware of the guideposts and guardrails that leaders had set for me, often through their examples. The question became What kind of leader have I decided to be? Over time, decisions came easily against that standard, even when the consequences were grave.

All leaders are human. They get tired, angry, and jealous and carry the same range of emotions and frailties common to mankind. Most leaders periodically display them. The leaders I most admired were totally human but constantly strove to be the best humans they could be. Leaders make mistakes, and they are often costly. The first reflex is normally to deny the failure to themselves; the second is to hide it from others, because most leaders covet a reputation for infallibility. But it's a fool's dream and inherently dishonest. There are few secrets to leadership. It is mostly just hard work. More than anything else it requires self-discipline. Colorful, charismatic characters often fascinate people, even soldiers. But over time, effectiveness is what counts. Those who lead most successfully do so while looking out for their followers' welfare.

Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends on it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he can produce success.

Self-discipline manifests itself in countless ways. In a leader I see it as doing those things that should be done, even when they are unpleasant, inconvenient, or dangerous; and refraining from those that shouldn't, even when they are pleasant, easy, or safe. That discipline that causes a young lieutenant to check soldier's feet for blisters or trench foot, will also carry him across a bullet-swept street to support a squad under pressure.

Most government and corporate leaders would have trouble getting people to follow them out of a burning building. One way you can tell the worst of them is that they talk about leadership a lot. I doubt Winston Churchill ever used the word. Or, for that matter, Attila the Hun.

Eventually Dalinar had done what any good commander did when faced by such persistent mass insubordination: He backed down. When good men disobeyed, it was time to look at your orders.