“That’s where it all starts,” she said. “The Big Man. Then his assistant, or his family, or his friend, or his tribe. It’s the same whether you want a phone, or a visa, or a job. Who are your relatives? Who do you know? If you don’t know somebody, you can forget it. That’s what the Old Man never understood, you see. He came back here thinking that because he was so educated and spoke his proper English and understood his charts and graphs everyone would somehow put him in charge. He forgot what holds everything together here.”
“Yes, if you want to say that I was a drum major, say that I was a drum major for justice. Say that I was a drum major for peace. I was a drum major for righteousness. And all of the other shallow things will not matter. I won't have any money to leave behind. I won't have the fine and luxurious things of life to leave behind. But I just want to leave a committed life behind. And that's all I want to say.”
“when a man really desires a thing so deeply that he is willing to stake his entire future on a single turn of the wheel in order to get it, he is sure to win.”
“Suffering in life can uncover untold depths of character and unknown strength for service. People who go through life
unscathed by sorrow and untouched by pain tend to be shallow in their perspectives on life. Suffering, on the other hand, tends to plow up the surface of our lives to uncover the depths that provide greater strength of purpose and accomplishment. Only deeply plowed earth can yield bountiful harvests.”
“Pick the axe; chop off the anger; burn the pieces and bury the ashes. Anger kills before it is noticed. It travels faster to the destination to destroy long before conscience arrives to regret it!”
“For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.”
“In most cases, those who want power probably shouldn't have it, those who enjoy it probably do so for the wrong reasons, and those who want most to hold on to it don't understand that it's only temporary.”
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