“Cuando los líderes aprenden buenos valores y los viven, ellos mismos se hacen más valiosos e incrementan el valor de las demás personas.”

“We the uninformed, working for the inaccessible, are doing the impossible for the ungrateful!”

“If your face is going to “talk” for you anyway, you might as well have it communicate something positive.”

“Have you ever had to communicate someone else’s vision? It’s very difficult to do, isn’t it?”

“«La mayoría ve los obstáculos; pocos ven los objetivos; la historia registra el éxito de los últimos, mientras que el olvido es la recompensa de los primeros».

“You cannot change your destination overnight, but you can change your direction overnight.” —Jim Rohn”

“Life consists of what a man is thinking about all day.”

“A teacher affects eternity; he can never tell where his influence stops.”

“Si estás trabajando en algo emocionante que realmente te importa, nadie tiene que empujarte. La visión te jala. —STEVE JOBS”

“How do I fit in my area or department? • How do all the departments fit into the organization? • Where does our organization fit in the market? • How is our market related to other industries and the economy?”

“The vision of the leader becomes the aspiration of the people. The impact is incredible.”

“Several years ago Dr. Maxwell Maltz’s book, Psycho-Cybernetics, was one of the most popular books on the market. Dr. Maltz was a plastic surgeon who often took disfigured faces and made them more attractive. He observed that in every case, the patient’s self-image rose with his and her physical improvement. In addition to being a successful surgeon, Dr. Maltz was a great psychologist who understood human nature. A wealthy woman was greatly concerned about her son, and she came to Dr. Maltz for advice. She had hoped that the son would assume the family business following her husband’s death, but when the son came of age, he refused to assume that responsibility and chose to enter an entirely different field. She thought Dr. Maltz could help convince the boy that he was making a grave error. The doctor agreed to see him, and he probed into the reasons for the young man’s decision. The son explained, “I would have loved to take over the family business, but you don’t understand the relationship I had with my father. He was a driven man who came up the hard way. His objective was to teach me self-reliance, but he made a drastic mistake. He tried to teach me that principle in a negative way. He thought the best way to teach me self-reliance was to never encourage or praise me. He wanted me to be tough and independent. Every day we played catch in the yard. The object was for me to catch the ball ten straight times. I would catch that ball eight or nine times, but always on that tenth throw he would do everything possible to make me miss it. He would throw it on the ground or over my head but always so I had no chance of catching it.” The young man paused for a moment and then said, “He never let me catch the tenth ball—never! And I guess that’s why I have to get away from his business; I want to catch that tenth ball!”

“The main point is that it’s the speaker’s responsibility to bring energy to the audience and to work to activate them.”

“Leaders see everything with a leadership bias. Their focus is on mobilizing people and leveraging resources to achieve their goals rather than on using their own individual efforts. Leaders who want to succeed maximize every asset and resource they have for the benefit of their organization. For that reason, they are continually aware of what they have at their disposal.”

“LEADERS Initiate Lead; pick up phone and make contact Spend time planning anticipate problems Invest time with people Fill the calendar by priorities FOLLOWERS React Listen; wait for phone to ring Spend time living day-to-day; react to problems Spend time with people Fill the calendar by requests”