|
|
Leaders Eat Last:
Whenever there is a human bond involved – a real, true, honest human bond, where neither party wants anything from the other – we seem to find the strength to endure – and the strength to help.
|
276 |
|
|
Leaders Eat Last:
This is the burden of having too much. It’s easy to spend or dispose of what we don’t need where there is plenty more available.
|
278 |
|
|
Leaders Eat Last:
If we simply measure the amount of food or energy Americans throw out, how much money we spend wantonly, that should give us an indication of how little we actually need.
|
278 |
|
|
Leaders Eat Last:
It is not when things come easily that we appreciate them, but when we have to work hard for them or when they are hard to get that those things have greater value to us.
|
278 |
|
|
Leaders Eat Last:
For most of us, we have warmer feelings for the projects we worked on where everything seemed to go wrong.
|
279 |
|
|
Leaders Eat Last:
Sharing a struggle for limited resources and working with people who are intent on building something out of nothing is a good formula for a small business.
|
281 |
|
|
Leaders Eat Last:
To really inspire us, we need a challenge that outsizes the resources available… This is what leaders of great organizations do. They frame the challenge in terms so daunting that literally no one yet knows what to do or how to solve.
|
283 |
|
|
Leaders Eat Last:
If the leaders of organizations give their people something to believe in, if they offer their people a challenge that outsizes their resources but not their intellect, people will give everything they’ve got to solve the problem.
|
283 |
|
|
Leaders Eat Last:
In the case of our businesses, neither our bosses nor our clients are the ultimate authorities over us.
|
284 |
|
|
Leaders Eat Last:
Leadership is not a license to do less; it is a responsibility to do more. And that’s the trouble. Leadership takes work. It takes time and energy. The effects are not always easily measure and they are not always immediate.
|
286 |
