John Daly Quotes

Politics exist in the boardroom, as well.

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

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

The new idea either finds a champion or it dies. No ordinary involvement with a new idea provides the energy required to cope with the indifference and resistance that change provokes.

Now interpersonal politics... that's what it's all about.

You should get as close to the power when you're pitching something. I got my two biggest breaks with the man who owned CBS and the guy that owned Paramount, because I was dealing with the guy who would say yes or no.

You do the policy, I'll do the politics.

Power gravitates to the man who knows how.

That moment was very important because it was political. That's what has to be done, so they struck a deal. She figures his is a well-thought-out motivation that she felt was worthy trade-off. The motivation here is survival, and she has to think like a leader.

In politics, as in business, leadership is crucial.

It is, after all, the responsibility of the expert to operate the familiar and that of the leader to transcend it.

That is what leadership is all about: staking your ground ahead of where opinion is and convincing people, not simply following the popular opinion of the moment.

The cardinal responsibility of leadership is to identify the dominant contradiction at each point of the historical process and to work out a central line to resolve it.

Politics is like roller skating. You go partly where you want to go, and partly where the damned things take you.

Structure is not about moving boxes around on a chart. Structure is about power.

At all levels, but especially at the top, politics is about people.

The capacity to persuade is an essential part of being a great leader.

Politics is about the persuasion required to move people to judgment.

Never allow a person to tell you no who doesn't have the power to say yes.

Dad was an outstanding leader. He'd bring in top thinkers from a wide array of fields - how to fix the Detroit schools, for example. I watched him in these meetings. He listened and probed.

My mum was a quintessential businesswoman. She taught me problem-solving. She can solve any problem.

What I teach our people is that, as a leader, you have four key roles apart from people management. First is to champion the grand vision. Two, install systems and a culture to run experiments. The third thing is to savour surprises. The fourth thing is that even a leader's ideas need to be subjected to tests.

The way that I am, most of my time as a manager has been putting fires out and I don't enjoy dealing with chairmen and owners but I know it's part of my job.

Effectiveness comes from those qualitative things that give you the ability to network, communicate, and lead people toward an outcome they can't see.

The ability to have influence and create change and drive the strategy of an organization is really what excites me.