LeAnn Rimes Quotes

To have influence, you really don't need to have power. But what you need more than anything else is to have that almost uncanny understanding of what matters to people.

In any situation that calls for you to persuade, convince or manage someone or a group of people to do something, the ability to tell a purposeful story will be your secret sauce. Telling to win through purposeful stories is situation, industry, gender, demographic, and psychographic-agnostic. It's an all-purpose, everyone wins tool.

Stories are the single most powerful tool in a leader's toolkit.

What I'd really like to control is not machines, but people.

A person of definite character and purpose who comprehends our way of thought is sure to exert power over us. He cannot altogether be resisted; because, if he understands us, he can make us understand him, through the word, the look, or other symbol, which both of us connect with the common sentiment or idea; and thus by communicating an impulse he can move the will.

I spent over 90 percent of my time talking to people who didn’t have to listen to me.

Kennedy understood something that is not so obvious, and that is that words are more important than deeds. You can’t govern 300 million people—or 180 million when Kennedy was president—by doing things. You can only do it by rhetoric.

People appreciate and follow the person who can persuade them properly. Make that person you.

I think I lead with empathy and connection to our people. I find that the most effective leadership style for me is to just talk and listen. It sounds simple, but it's so effective.

I love talking to people and entertaining people.

If leadership is about listening, the great political speeches would have been a little different.

I was all about touching people and influencing people, I always been that type of person. I was the one teaching people things, I just always had a way with my words and I always spoke with substance.

I want to be a voice people listen to and feel good or sad or whatever.

My problem is that I love talking to people. I remember working in a call centre in Dalston and I'd end up having these long chats with old women.

One of the things that I intend to devote a lot of time to in the coming years is continuing to try to move people's hearts and minds with humor, with stories, with anecdotes, with facts and information.

You can't make the people do what you want them to do. You've got to get everybody to see what you seein' or you gonna be a damn fool.

Once I can talk to people, I switch them over on my side.

I think I was able to talk to people about values in ways that people - in ways that resonated with folks.

From my perspective, you get up every day and you get out there and you make your case, and you reach as many people as possible.

I think you can talk about anything if the context is correctly arranged. If you set up the context and you bring the audience along carefully enough with you, you can get them to cross the line with you. What I try to do is talk about things that bother me, and I hope that in doing so I bother other people.

If people don't want to listen to you, what makes you think they want to hear from your sweater?

People are persuaded by reason, but moved by emotion; [the leader] must both persuade them and move them.

You have to walk in the other guy's moccasins. You have to think what they think. If you want to bring somebody onto your side, you have to figure out what motivates them. What do they need?

With my natural communication abilities, I could probably gather a crowd even without the Spirit.

The best way to persuade people is with your ears - by listening to them.