Cathy Engelbert Quotes

I've done everything I could as a bench coach. I'm ready to manage.

Many fine coaches never become great managers.

I think it's very important, I think for any leader as you go through a career you have to learn the leadership lessons.

There's a conventional wisdom that says that strategic thinking is much more important than relationship building, which doesn't seem to be nearly as highly valued as it should be, based on what some of the leaders that I've spoken with have said to me.

Rotary provides training at all levels so that those who have been selected for leadership positions have the opportunity to learn and apply leadership principles to their jobs.

The Leadership Training Institute of America is a cultural think tank providing training and opportunity in leadership development and cultural dynamics.

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations.

At the moment we need training for leadership.

I’m an executive now. I have to be a bigger leader, more responsible leader, more careful about how I say things….

Throughout my career, I've been someone who's led... and solved problems we had.

When I go into management, I want to do so with 100 per cent commitment.

When I meet with people who are ineffective managers with failing businesses, I can't change what they do - I have to change the way they think.

Many women try to advance in their careers by having all the answers; by being the go-to person for information and advice; or by building expertise in a particular field. However, as they progress, gain broader responsibilities, and grow into leadership roles, they realize that their span of control is too vast to be able to know every answer.

My idea is to become a manager one day.

To be a true leader, I needed to better understand my unique strengths and how to apply them across the company as we grew.

I'm someone who takes on information quite well, so there's maybe a path into management. But I see what successful managers have to go through to get to that level - it's a completely different ball game - so I think I'll cross that bridge when I get there.

Leadership development is a lifetime journey, not a quick trip.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

To me, a leader is someone who holds her- or himself accountable for finding potential in people and processes. And so what I think is really important is sustainability.

Where visionaries can be good at persuasion, CEOs are good at wielding authority. Visionaries transcend organizations, resources, and current realities, while CEOs master them.

I need to aspire to be a great CEO and not just a great product engineer.

Success in management requires learning as fast as the world is changing.

Great leadership can be a difficult thing to pin down and understand. You know a great leader when you're working for one, but even they can have a hard time articulating what it is that makes their leadership so effective.

Management teams aren't good at asking questions. In business school, we train them to be good at giving answers.