Georges St-Pierre Quotes

The greatest presidents have been those who demonstrated astute judgment in times of crisis - often despite the advice they were getting.

I saw Mr. Lincoln a number of times during the canvass for his second election. The characteristic which struck me most was his superabundance of common sense. His power of managing men, of deciding and avoiding difficult questions, surpassed that of any man I ever met.

Hating clouds the mind. It gets in the way of strategy. Leaders cannot afford to hate

The trouble was, if you were a chief you had to think, you had to be wise.

During times like these, the wise are influential.

If a leader goes with their gut, it should be after listening first to people they trust.

The secret of rulership is to combine a belief in one’s own infallibility with a power to learn from past mistakes.

Insight essentially means being able to see things other people are not able to see. This is the hallmark of leadership.

Successful leaders surround themselves with intelligent people.

The most valuable real estate in the world lies between the president's ears.

Leadership is all about emotional intelligence. Management is taught, while leadership is experienced.

I always say, as a leader, you've got to know when to get out of the way.

When I pick my subcommittee chairmen, I look for people that understand what it's like to run successful businesses, who know what it's like to sign the front of the check instead of the back of the check: somebody that gets it.

The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion

A good leader... maintains a balance between emotional drive and sound thinking.

Let us not confuse objectives with methods. Too many so-called leaders of the nation fail to see the forest because of the trees. Too many of them fail to recognize the vital necessity of planning for definite objectives. True leadership calls for the setting forth of the objectives and the rallying of public opinion in support of these objectives.

[T]here's a difference between confident leadership and empty-headed delusion or cheerleading. And this is a difference that many CEOs miss.

The only real difference between a wise man and a fool, Moore knew, was that the wise man tended to make more serious mistakes—and only because no one trusted a fool with really crucial decisions; only the wise had the opportunity to lose battles, or nations.

The culminating point of administration is to know well how much power, great or small, we ought to use in all circumstances.

The great task of statesmanship is to apply past lessons to new situations, to draw correct analogies to understand and act upon present forces, to recognise the need for change.

Leadership ability determines a person's level of effectiveness.

Successful leaders don't start out asking, 'What do I want to do?' They ask, 'What needs to be done?' Then they ask, 'Of those things that would make a difference, which are right for me?'

Clarity is the preoccupation of the effective leader. If you do nothing else as a leader, be clear.

Our greatest leaders are neither dreamers nor dictators: They are, like Jefferson, those who articulate national aspirations yet master the mechanics of influence and know when to depart from dogma.