WIST Quotations

Russell, Bertrand -- Lecture (1949-01-30), “Individual and Social Ethics,” Reith Lecture, “Authority and the Individual” No. 6, BBC Radio

Dave — Wed, 27 May 2026 17:49:30 +0000

People do not always remember that politics, economics, and social organisation generally, belong in the realm of means, not ends. Our political and social thinking is prone to what may be called the “administrator’s fallacy,” by which I mean the habit of looking upon a society as a systematic whole, of a sort that is thought good if it is pleasant to contemplate as a model of order, a planned organism with parts neatly dove-tailed into each other. But a society does not, or at least should not, exist to satisfy an external survey, but to bring a good life to the individuals who compose it. It is in the individuals, not in the whole, that ultimate value is to be sought. A good society is a means to a good life for those who compose it, not something having a separate kind of excellence on its own account.

Bertrand Russell (1872-1970) English mathematician and philosopher
Lecture (1949-01-30), “Individual and Social Ethics,” Reith Lecture, “Authority and the Individual” No. 6, BBC Radio
(Source)

Transcript. As collected, with edits, in Authority and the Individual (1949).

Russell, Bertrand -- Lecture (1949-01-30), “Individual and Social Ethics,” Reith Lecture, “Authority and the Individual” No. 6, BBC Radio

Dave — Wed, 06 May 2026 14:43:19 +0000

In our own day […] there has been too much of a tendency towards authority, and too little care for the preservation of initiative. Men in control of vast organisations have tended to be too abstract in their outlook, to forget what actual human beings are like, and to try to fit men to systems rather than systems to men.

Ivins, Molly -- Essay (1997-01-30), “Dumped by Disney,” Fort Worth Star-Telegram

Dave — Sun, 05 Apr 2026 21:33:33 +0000

I’ve never had much use for management myself. I’ve worked for a wide variety of managements, and the result is that I always join a union if there’s one available. When management was the art of getting a whole bunch of people together to do something in the best way possible, I had some interest in it. But now that it has become an endless quest for increased quarterly profits, I find it boring and a menace to quality.

Molly Ivins (1944-2007) American writer, political columnist [Mary Tyler Ivins]
Essay (1997-01-30), “Dumped by Disney,” Fort Worth Star-Telegram
(Source)

Collected in You Got to Dance with Them What Brung You (1998).

Milne, A. A. -- (Attributed)

Dave — Tue, 24 Feb 2026 20:26:28 +0000

Organizing is what you do before you do something, so that when you do it, it is not all mixed up.

A. A. Milne (1882-1956) English poet and playwright [Alan Alexander Milne]
(Attributed)

Widely quoted and attributed to Milne, but I can find no instance of it with an actual, proven citation.

Ross Webber in Management: Basic Elements of Managing Organizations (1979) gives the following:

In A. A. Milne's childhood classic Winnie the Pooh, Christopher Robin tells his group of stuffed-animal friends that before they can search for the North Pole they ought to get organized. Pooh asks what getting organized means, and Christopher replies, "Organizing is what you do before you do something, so that when you do it, it is not all mixed up."

All well and good, and Christopher Robin does organize such an expedition ("expotition") to the North Pole in that book -- but never says anything of the sort. It is possible that the line derives from a Disney animated adaptation, but could not confirm this.

Rickover, Hyman -- Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California

Dave — Mon, 05 Jan 2026 19:49:56 +0000

Somehow, things just didn’t work out the way the books on administration and on leadership said they should, and I early became aware that I could never qualify as a leader, if it were really necessary that I possess the twenty or so qualities most books or articles on leadership claimed to be necessary. So far, I have found no one in the Navy or in industry who possesses more than a few of these qualities, and so I have regretfully come to the conclusion that the only person who ever possessed all of them died some 1900 years ago.

Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1954-03-16), “Administering a Large Military Development Project,” US Naval Postgraduate School, Monterey, California
(Source)

Lewis, C.S. -- The Screwtape Letters, Preface to the 1961 edition (1961)

Dave — Sun, 26 Oct 2025 16:13:13 +0000

I like bats much better than bureaucrats. I live in the Managerial Age, in a world of “Admin.” The greatest evil is not now done in those sordid “dens of crime” that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed, and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voice. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the offices of a thoroughly nasty business concern.

C. S. Lewis (1898-1963) English writer, literary scholar, lay theologian [Clive Staples Lewis]
The Screwtape Letters, Preface to the 1961 edition (1961)
(Source)

Rogers, Will -- Column (1924-12-28), “Weekly Article: Aviation is 20 Years Old but Congress Never Heard of It” [No. 107]

Dave — Fri, 05 Sep 2025 20:02:58 +0000

I see a lot in the Papers about this 20th or Child Labor Amendment, and I have been asked how I stand on that. If Congress or the States would just pass one law, as follows, they wouldn’t need any Amendment: “EVERY CHILD, REGARDLESS OF AGE, SHALL RECEIVE THE SAME WAGE AS A GROWN PERSON.” That will stop your child labor.

Will Rogers (1879-1935) American humorist
Column (1924-12-28), “Weekly Article: Aviation is 20 Years Old but Congress Never Heard of It” [No. 107]
(Source)

Taleb, Nassim Nicholas -- The Black Swan, Part 2, ch. 11 “How to Look for Bird Poop” (2007)

Dave — Mon, 23 Jun 2025 19:05:24 +0000

Being an executive does not require very developed frontal lobes, but rather a combination of charisma, a capacity to sustain boredom, and the ability to shallowly perform on harrying schedules. Add to these tasks the “duty” of attending opera performances.

Nassim Nicholas Taleb (b. 1960) Lebanese-American essayist, statistician, risk analyst, aphorist
The Black Swan, Part 2, ch. 11 “How to Look for Bird Poop” (2007)
(Source)

Rogers, Will -- Column (1933-09-25), “Daily Telegram”

Dave — Fri, 30 May 2025 16:11:48 +0000

Talk of opening seven thousand closed banks. That will put over a half-million bank vice-presidents back on the payroll.

Will Rogers (1879-1935) American humorist
Column (1933-09-25), “Daily Telegram”
(Source)

Collected.

Von Harbou, Thea -- Metropolis, ch. 5 [Maria] (1925) [tr. (1927)]

Dave — Mon, 15 May 2023 23:42:28 +0000

The Mediator between Brain and Hands must be the Heart.

[Der Mittler zwischen Hirn und Händen muss das Herz sein.]

Thea von Harbou (1888-1954) German screenwriter, novelist, film director, actress
Metropolis, ch. 5 [Maria] (1925) [tr. (1927)]
(Source)

The novel was written to be the basis for the film by Von Harbou's husband, Fritz Lang. She also collaborated with him on the script. The movie began shooting before the novel was published.

In talking with the growingly restless workers of the city, Maria adds, shortly after the above line:

One will come, who will speak for you -- who will be the mediator between you, the Hands, and the man whose Brain and Will are over you all.

Von Harbau also included an epigraph at the beginning of the novel, which concludes (with a slightly different translation): "The mediator between brain and muscle must be the Heart."

Franklin, Benjamin -- Poor Richard’s Almanack (Nov 1751)

Dave — Thu, 23 Sep 2021 15:18:35 +0000

Not to oversee Workmen, is to leave them your Purse open.

Benjamin Franklin (1706-1790) American statesman, scientist, philosopher, aphorist
Poor Richard’s Almanack (Nov 1751)
(Source)

Deming, W. Edwards -- The New Economics for Industry, Government, Education, ch. 3 “Introduction to a System” (1993)

Dave — Thu, 13 Aug 2020 18:53:41 +0000

A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive, independent profit centres, and thus destroy the system. The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition.

W. Edwards Deming (1900-1993) American management consultant, educator
The New Economics for Industry, Government, Education, ch. 3 “Introduction to a System” (1993)
(Source)

Deming, W. Edwards -- Out of the Crisis, ch. 3 (1982)

Dave — Tue, 11 Aug 2020 16:30:38 +0000

The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.

W. Edwards Deming (1900-1993) American management consultant, educator
Out of the Crisis, ch. 3 (1982)
(Source)

Brooks, Phillips -- “Destruction and Fulfilment,” Sermon 12, Twenty Sermons, 4th Series (1887)

Dave — Tue, 11 Feb 2020 18:17:45 +0000

Do not be chary of appreciation. Hearts are unconsciously hungry for it.

Phillips Brooks (1835-1893) American clergyman, hymnist
“Destruction and Fulfilment,” Sermon 12, Twenty Sermons, 4th Series (1887)
(Source)

Sermon on Matt. 17.

Von Moltke, Helmuth -- Comment as Chief of the Prussian General Staff, Battle of Sedan (Sep 1870)

Dave — Thu, 23 Nov 2017 06:11:29 +0000

Remember, gentlemen, an order that can be misunderstood will be misunderstood.

Helmuth von Moltke (1800-1891) Prussian soldier
Comment as Chief of the Prussian General Staff, Battle of Sedan (Sep 1870)

Francis, Clarence -- “The Causes of Industrial Peace,” speech, National Association of Manufacturers (4 Dec 1947)

Dave — Fri, 17 Nov 2017 18:40:36 +0000

You can buy a man’s time; you can buy a man’s physical presence at a given place; you can even buy a measured number of skilled muscular motions per hour or day. But you cannot buy enthusiasm; you cannot buy initiative; you cannot buy loyalty; you cannot buy the devotion of hearts, minds and souls. You have to earn those things.

Clarence Francis (1888-1985) American business executive, food industry consultant
“The Causes of Industrial Peace,” speech, National Association of Manufacturers (4 Dec 1947)
(Source)

Sometimes titled "Philosophy of Management".

Jobs, Steve -- “Steve Jobs: ‘Computer Science Is A Liberal Art’,” interview with Terry Gross, Fresh Air, NPR (1996)

Dave — Wed, 23 Aug 2017 18:32:32 +0000

A lot of companies — I know it sounds crazy — but a lot of companies … hire people to tell them what to do. We hire people to tell us what to do. We figure we’re paying them all this money; their job is to figure out what to do and tell us.

Steve Jobs (1955-2011) American computer inventor, entrepreneur
“Steve Jobs: ‘Computer Science Is A Liberal Art’,” interview with Terry Gross, Fresh Air, NPR (1996)
(Source)

There are a number of variants on this quotation. A common one: "It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do."

Dickens, Charles -- The Chimes, “The Second Quarter” (1844)

Dave — Tue, 21 Mar 2017 21:59:51 +0000

O let us love our occupations,
Bless the squire and his relations,
Live upon our daily rations,
And always know our proper stations.

Charles Dickens (1812-1870) English writer and social critic
The Chimes, “The Second Quarter” (1844)

Boetcker, William J. H. -- “The Industrial Decalogue” (1916)

Dave — Tue, 14 Mar 2017 22:25:50 +0000

You cannot bring about prosperity by discouraging thrift.
You cannot help small men by tearing down big men.
You cannot strengthen the weak by weakening the strong.
You cannot lift the wage earner by pulling down the wage payer.
You cannot help the poor man by destroying the rich.
You cannot keep out of trouble by spending more than your income.
You cannot further the brotherhood of man by inciting class hatred.
You cannot establish security on borrowed money.
You cannot build character and courage by taking away men’s initiative and independence.
You cannot help men permanently by doing for them what they could and should do for themselves.

William J. H. Boetcker (1873-1962) German-American religious leader, author, public speaker [William John Henry Boetcker]
“The Industrial Decalogue” (1916)

Often referred to as "The Ten Cannots," and also often misattributed to Abraham Lincoln.

Firbank, Ronald -- Vainglory (1915)

Dave — Mon, 29 Feb 2016 15:28:31 +0000

The world is disgracefully managed, one hardly knows to whom to complain.

Ronald Firbank (1886-1926) British novelist and playwright
Vainglory (1915)
(Source)

Napoleon Bonaparte -- Letter to Eugène Beauharnais (27 Feb 1806)

Dave — Mon, 29 Feb 2016 15:12:34 +0000

The art consists in making others work rather than in wearing oneself out.

Napoleon Bonaparte (1769-1821) French emperor, military leader
Letter to Eugène Beauharnais (27 Feb 1806)

Coolidge, Calvin -- The Autobiography of Calvin Coolidge (1929)

Dave — Mon, 11 Jan 2016 17:37:06 +0000

In the discharge of the duties of the office there is one rule of action more important than all others. It consists in never doing anything that someone else can do for you. Like many other good rules, it is proven by its exceptions. But it indicates a course that should be very strictly followed in order to prevent being so entirely to trifling details that there will be little opportunity to give the necessary consideration to policies of larger importance.

Calvin Coolidge (1872-1933) American lawyer, politician, US President (1925-29)
The Autobiography of Calvin Coolidge (1929)
(Source)

Often given as "One rule of action more important than all others consists in never doing anything that someone else can do for you" or "Don't do anything yourself that someone else can do for you."

Fuller, Thomas (1654) -- Introductio ad Prudentiam, Vol. 1, # 1072 (1725)

Dave — Mon, 21 Dec 2015 21:13:50 +0000

Let the Care of one’s Business be committed but to one Person; for otherwise, besides Disagreement which may arise when Account is taken, everyone’s Answer is, That he thought others had done it.

Thomas Fuller (1654-1734) English physician, preacher, aphorist, writer
Introductio ad Prudentiam, Vol. 1, # 1072 (1725)
(Source)

Hock, Dee W. -- In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)

Dave — Fri, 04 Dec 2015 16:11:36 +0000

Here is the very heart and soul of the matter. If you look to lead, invest at least 40% of your time managing yourself — your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers. Use the remainder to induce those you “work for” to understand and practice the theory. I use the terms “work for” advisedly, for if you don’t understand that you should be working for your mislabeled “subordinates,” you haven’t understood anything. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.

Dee W. Hock (1929-2022) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)

Roosevelt, Theodore -- Speech, Binghamton, New York (24 Oct 1910)

Dave — Mon, 23 Nov 2015 16:34:17 +0000

The leader holds his position purely because he is able to appeal to the conscience and to the reason of those who support him, and the boss holds his position because he appeals to fear of punishment and hope of reward. The leader works in the open, and the boss in covert. The leader leads, and the boss drives.

Theodore Roosevelt (1858–1919) American politician, statesman, conservationist, writer, US President (1901–1909)
Speech, Binghamton, New York (24 Oct 1910)

Hock, Dee W. -- In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)

Dave — Fri, 13 Nov 2015 13:43:31 +0000

Never hire or promote in your own image. It is foolish to replicate your strength. It is idiotic to replicate your weakness. It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.

Dee W. Hock (1929-2022) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)
(Source)

Hock, Dee W. -- In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)

Dave — Fri, 23 Oct 2015 13:15:24 +0000

Make a careful list of all things done to you that you abhorred. Don’t do them to others, ever. Make another list of things done for you that you loved. Do them for others, always.

Dee W. Hock (1929-2022) American businessman
In M. Mitchell Waldrop, “Dee Hock on Management,” Fast Company (Oct/Nov 1996)

Eisenhower, Dwight David -- State of the Union Message (2 Feb 1953)

Dave — Thu, 10 Sep 2015 15:10:57 +0000

Government can do a great deal to aid the settlement of labor disputes without allowing itself to be employed as an ally of either side. Its proper role in industrial strife is to encourage the process of mediation and conciliation.

Dwight David Eisenhower (1890-1969) American general, US President (1953-61)
State of the Union Message (2 Feb 1953)

Chesterfield (Lord) -- Letter to his son, #183 (22 May 1749)

Dave — Thu, 23 Jul 2015 14:37:40 +0000

Some people are to be reasoned, some flattered, some intimidated, and some teased into a thing; but, in general, all are to be brought into it at last, if skillfully applied to, properly managed, and indefatigably attacked in their several weak places.

Lord Chesterfield (1694-1773) English statesman, wit [Philip Dormer Stanhope]
Letter to his son, #183 (22 May 1749)
(Source)

Ackoff, Russell -- A little book of f-laws: 13 common sins of management (2006)

Dave — Thu, 16 Apr 2015 11:48:27 +0000

Managers who don’t know how to measure what they want settle for wanting what they can measure. For example, those who want a high quality of work life but don’t know how to measure it, often settle for wanting a high standard of living because they can measure it.

Russell L. Ackoff (1919-2009) American organizational theorist, consultant, management scientist
A little book of f-laws: 13 common sins of management (2006)

Ackoff, Russell -- “Case Histories Five Years after,” Operations Research 8.2 (1960)

Dave — Thu, 09 Apr 2015 12:46:46 +0000

The only problems that have simple solutions are simple problems. The only managers that have simple problems have simple minds. Problems that arise in organisations are almost always the product of interactions of parts, never the action of a single part. Complex problems do not have simple solutions.

Russell L. Ackoff (1919-2009) American organizational theorist, consultant, management scientist
“Case Histories Five Years after,” Operations Research 8.2 (1960)

Ackoff, Russell -- A Little Book of F-laws (2006)

Dave — Wed, 01 Apr 2015 12:21:50 +0000

A bureaucrat is one who has the power to say “no” but none to say “yes”. Bureaucrats can find an infinite number of reasons for rejecting any proposed change, but can find none for accepting it.

Russell L. Ackoff (1919-2009) American organizational theorist, consultant, management scientist
A Little Book of F-laws (2006)

Ackoff, Russell -- “The future of operational research is past,” The Journal of the Operational Research Society, Vol 30, pp.93-104. (1979)

Dave — Thu, 19 Mar 2015 12:29:23 +0000

Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.

Russell L. Ackoff (1919-2009) American organizational theorist, consultant, management scientist
“The future of operational research is past,” The Journal of the Operational Research Society, Vol 30, pp.93-104. (1979)

Brandeis, Louis -- In The Curse of Bigness: Miscellaneous Papers of Louis D. Brandeis [ed. Fraenkel and Lewis] (1965)

Dave — Tue, 21 Oct 2014 13:37:22 +0000

Strong, responsible unions are essential to industrial fair play. Without them the labor bargain is wholly one-sided. The parties to the labor contract must be nearly equal in strength if justice is to be worked out, and this means that the workers must be organized and that their organizations must be recognized by employers as a condition precedent to industrial peace.

Louis Brandeis (1856-1941) American lawyer, activist, Supreme Court Justice (1916-39)
In The Curse of Bigness: Miscellaneous Papers of Louis D. Brandeis [ed. Fraenkel and Lewis] (1965)
(Source)

Lorimer, George Horace -- Old Gorgon Graham: More Letters from a Self-Made Merchant to His Son, ch. 12 (1903)

Dave — Tue, 12 Aug 2014 12:42:07 +0000

Noise isn’t authority, and there’s no sense in ripping and roaring and cussing around the office when things don’t please you. For when a fellow’s given to that, his men secretly won’t care a cuss whether he’s pleased or not. They’ll jump when he speaks, because they value their heads, not his good opinion. […] One of the first things a boss must lose is his temper — and it must stay lost. […] The world is full of fellows who could take the energy which they put into useless cussing of their men, and double their business with it.

George Horace Lorimer (1867-1937) American journalist, author, magazine editor
Old Gorgon Graham: More Letters from a Self-Made Merchant to His Son, ch. 12 (1903)
(Source)

Lorimer, George Horace -- Old Gorgon Graham: More Letters from a Self-Made Merchant to His Son, ch. 10 (1903)

Dave — Tue, 05 Aug 2014 13:05:58 +0000

The real reason why the name of the boss doesn’t appear on the time-sheet is not because he’s a bigger man than any one else in the place, but because there shouldn’t be any one around to take his time when he gets down and when he leaves.

George Horace Lorimer (1867-1937) American journalist, author, magazine editor
Old Gorgon Graham: More Letters from a Self-Made Merchant to His Son, ch. 10 (1903)
(Source)

Roosevelt, Theodore -- Speech (1910-08-31), “The New Nationalism,” John Brown Memorial Park dedication, Osawatomie, Kansas

Dave — Tue, 04 Dec 2012 13:03:41 +0000

I believe that the officers, and, especially, the directors, of corporations should be held personally responsible when any corporation breaks the law.

Theodore Roosevelt (1858–1919) American politician, statesman, conservationist, writer, US President (1901–1909)
Speech (1910-08-31), “The New Nationalism,” John Brown Memorial Park dedication, Osawatomie, Kansas
(Source)

Hubbard, Elbert -- “Get Out or Get in Line,” Selected Writings of Elbert Hubbard (1928)

Dave — Sat, 04 Jun 2011 14:25:52 +0000

If you work for a man, in heaven’s name work for him! If he pays you wages that supply you your bread and butter, work for him — speak well of him, think well of him, stand by him and stand by the institution he represents. I think if I worked for a man I would work for him. I would not work for him a part of the time, and the rest of the time work against him. I would give an undivided service or none.

If put to the pinch, an ounce of loyalty is worth a pound of cleverness.

Elbert Hubbard (1856-1915) American writer, businessman, philosopher
“Get Out or Get in Line,” Selected Writings of Elbert Hubbard (1928)

Rickover, Hyman -- Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York

Dave — Mon, 16 Mar 2009 10:46:06 +0000

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details. Most managers would rather focus on lofty policy matters. But when the details are ignored, the project fails. No infusion of policy or lofty ideals can then correct the situation.

Hyman Rickover (1900-1986) Polish-American naval engineer, admiral [b. Chaim Gdala Rykower]
Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York
(Source)

Rickover, Hyman -- Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York

Dave — Tue, 26 Aug 2008 10:14:01 +0000

To do a job effectively, one must set priorities. Too many people let their “in” basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.

Rickover, Hyman -- Speech (1981-11-05), “Doing a Job,” Egleston Medal Award Dinner, Columbia School of Engineering and Applied Science, New York

Dave — Mon, 11 Aug 2008 10:23:27 +0000

It is a human inclination to hope things will work out, despite evidence or doubt to the contrary. A successful manager must resist this temptation. This is particularly hard if one has invested much time and energy on a project and thus has come to feel possessive about it. Although it is not easy to admit what a person once thought correct now appears to be wrong, one must discipline himself to face the facts objectively and make the necessary changes — regardless of the consequences to himself. The man in charge must personally set the example in this respect. He must be able, in effect, to “kill his own child” if necessary and must require his subordinates to do likewise.

Lao-tzu -- The Wisdom of Laotse, ch 17 (1948) [tr. Lin Yutang]

Dave — Thu, 28 Feb 2008 11:03:50 +0000

Of the best rulers
The people (only) know that they exist;
The next best they love and praise;
The next they fear;
And the next they revile.
When they do not command the people’s faith,
Some will lose faith in them,
And then they resort to oaths!
But (of the best) when their task is accomplished, their work done,
The people all remark, “We have done it ourselves.”

Lao-tzu (604?-531? BC) Chinese philosopher, poet [also Lao-tse, Laozi]
The Wisdom of Laotse, ch 17 (1948) [tr. Lin Yutang]

Alt. trans. [Tao-te Ching tr. Wing-Tsit Chan]:
"The best are those whose existence is merely known by the people.
The next best are those who are loved and praised.
The next are those who are feared. And the next are those who are reviled.
The great rulers accomplish their task; they complete their work.
Nevertheless their people say that they simply follow Nature."

Hock, Dee W. -- “Unit of One Anniversary Handbook,” Fast Company (1997-02-28)

Dave — Sun, 01 Feb 2004 16:00:00 +0000

If you don’t understand that you work for your mislabeled “subordinates,” then you know nothing of leadership. You know only tyranny.

Dee W. Hock (1929-2022) American businessman
“Unit of One Anniversary Handbook,” Fast Company (1997-02-28)
(Source)

Covey, Stephen R. -- First Things First, ch. 1 (1994) [with Merrill & Merrill]

Dave — Sun, 01 Feb 2004 16:00:00 +0000

Management works within the paradigm. Leadership creates new paradigms. Management works within the system. Leadership works on the system. You manage ‘things’ but you lead people.

Stephen R. Covey (1932-2012) American consultant, author
First Things First, ch. 1 (1994) [with Merrill & Merrill]
(Source)

Publilius Syrus -- Sententiae [Moral Sayings], # 358

Dave — Sun, 01 Feb 2004 19:00:00 +0000

Anyone can hold the helm when the sea is calm.

[In tranquillo esse quisque gubernator potest.]

Publilius Syrus (d. 42 BC) Assyrian slave, writer, philosopher [less correctly Publius Syrus]
Sententiae [Moral Sayings], # 358

Martin, Judith -- “Miss Manners,” syndicated column (2003-08-17)

Dave — Sun, 01 Feb 2004 19:00:00 +0000

Treat your employees as if they were writing a book about you.

Judith Martin (b. 1938) American author, journalist, etiquette expert [a.k.a. Miss Manners]
“Miss Manners,” syndicated column (2003-08-17)
(Source)