Je me souviens toujours des mots de Platon selon lequel au pouvoir il faut des gens qui ne veulent pas gouverner. C’est exactement le cas de Havel.
Il a toujours, tout au long de sa présidence, beaucoup réfléchi sur lui-même, il a fait beaucoup de choses pour se défendre de devenir un politicien professionnel. Il a toujours douté de lui-même, et parfois avec ses amis il avait même l’air d’avoir honte d’être au pouvoir.
Con ocasión de una conversación sobre el futuro, Pep Guardiola y Fernando Trueba acaban hablando de dirección: imaginar futuros, jugar, sacar lo mejor de su gente, etc.
J’ai lu quelque part une phrase d’Arthur Miller qui dit que c’était « le premier président surréaliste au monde », est-ce une bonne définition ?
« Oui, il est toujours resté un homme. C’était délicieux de le voir dans une négociation importante en tant que président, il a toujours su s’adresser à ses partenaires d’une manière tellement amicale et même avec de l’humour. Cela a fait son succès, non seulement ses belles idées qu’il savait énoncer mais également son attitude amicale, toujours avec ce léger sourire, parfois avec de l’humour. Son autorité ne s’imposait jamais. »
The place to start is America’s executive suites, which should be cleared of mercenaries in order to encourage real leadership. That is the easy part: get rid of the obscene compensation packages and watch the mercenaries disappear. People who care about building and sustaining decent enterprises – and who understand that doing so is a team exercise – can then take over. (…)
Public support should be shifted from protecting large established corporations to encouraging the growth of newer enterprises. And startups should be discouraged from rushing into the embrace of the stock market’s short-sighted analysts and many an established corporation should be encouraged to escape that embrace. At the same time, regulation and taxation should be used to rein in disruptive day trading and other exploitative speculation that crowds out sustainable investment and disrupts regular business activities.
“Invert, always invert.” Turn a situation or problem upside down. Look at it backward. What’s in it for the other guy? What happens if all our plans go wrong?
Where don’t we want to go, and how do you get there? Instead of looking for success, make a list of how to fail instead — through sloth, envy, resentment, self-pity, entitlement, and the mental habits of self-defeat. Avoid these qualities and you will have success.
Tell me where I’m going to die, that is, so I don’t go there.
A bit of unsolicited advice to business executives trying to explain why their company or their industry is suddenly in the soup:
Please spare us the “perfect storm” metaphor.
It’s hackneyed, for starters. It doesn’t square with the facts. And for people who fancy themselves leaders, it’s downright unbecoming.
The reason the perfect storm is such an appealing metaphor for these shipwrecked captains of industry is that it appears to let them off the hook. After all, who can blame you if the ship goes down in one of those freak, once-in-a-century storms that result when three weather systems collide? It’s an act of nature that nobody could have predicted — or so the story goes. (…)
The first thing to understand about the perfect-storm defense is that these guys actually buy into this nonsense. (…) The second thing to understand is that, fundamentally, they’re wrong. (…)
What capsized the economy was not a perfect storm but a widespread failure of business leadership — a failure that is only compounded when executives refuse to take responsibility for their misjudgments and apologize.
If Wall Street were truly serious about convincing Main Street that we’re all in this together, its top executives would have stepped before the cameras yesterday and promised not to cut lines of credits to long-standing business customers who have never missed a payment.
They would have committed themselves not to foreclose on any homeowner who is willing and able to refinance into a new, government-guaranteed, fixed-rate mortgage set at 85 percent of the current value of the property.
They would have offered to suspend dividend payments until capital levels had been restored to pre-crisis levels.
They would have given us their solemn promise not to advise clients to hold on to their own investments while quietly dumping whatever they can from their own portfolios and shorting every security in sight.
With the Treasury now desperate for help in managing its new rescue efforts, they would have volunteered, at no cost to taxpayers, the services of some of those investment bankers and financial wizards who now don’t have much else to do.
And the maharajas of finance could have set a wonderful example if they had all gotten together and agreed to work for a dollar a year until the crisis has passed.
My friend Maureen recently published a short article that discusses:
What is a “Level 5” Leader? How many levels are there? How would I measure developmental levels including “Level 5”? How will understanding “Level 5” leadership impact my organization’s success? How can I use this information to become more successful?
A worthy source for developmental levels of leadership in general and Level 5 leadership in particular.
In a rare appearance together on the same stage at the same time, Bill Gates and Steve Jobs discussed each other’s contributions to the technology industry.Bill Gates and Steve Jobs discussed each other’s contributions to the technology industry.
Besides allowing viewers to get to know both individuals and what they think of each other, the interview covers a lot of history of the personal computer, software development, standard adoption, and other subjects with which students might not be familiar.
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