Judith M Bardwick quotes
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“Nothing creates more self-respect among employees than being included in the process of making decisions.”
-- Judith M Bardwick -
“Real confidence comes from knowing and accepting yourself- your strengths and your limitations -in contrast to depending on affirmation from others.”
-- Judith M Bardwick -
“Very few people are ambitious in the sense of having a specific image of what they want to achieve. Most people's sights are only toward the next run, the next increment of money.”
-- Judith M BardwickSource : Judith M. Bardwick (1988). “The plateauing trap: how to avoid today's #1 career dilemma”, Bantam
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“For workaholics, all the eggs of self-esteem are in the basket of work.”
-- Judith M Bardwick -
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“Schools are generally feminine places, institutions where conformity is valued, taught largely by conformist women.”
-- Judith M BardwickSource : Judith M. Bardwick (1972). “Readings on the psychology of women”, HarperCollins Publishers
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“Credibility is lost when there are big discrepancies between what leaders say and what they do. ... Increasing credibility requires openness. Hidden agendas will destroy trust.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.106, AMACOM Div American Mgmt Assn
#Leadership Quotes #Discrepancies Between Quotes #Agendas Quotes
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“The subject matter of Entitlement remains relevant. Entitlement is an attitude: it is the assumption, I am owed what I get. It's a nasty attitude because people are not grateful for what they get. Instead, greed prevails and is expressed as, What have you done for me lately?”
-- Judith M BardwickSource : Source: bobmorris.biz
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“In the end, leadership is not intellectual or cognitive. Leadership is emotional.”
-- Judith M BardwickSource : Judith M. Bardwick (1991). “Danger in the Comfort Zone: From Boardroom to Mailroom -- How to Break the Entitlement Habit That's Killing American Business”, p.196, AMACOM Div American Mgmt Assn
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“In truth, it's usually failure, disappointment, and frustration that motivate people to reexamine that which they've taken for granted. It's rare to find big change without significant bad news. ... In that sense, the pain of failure creates the largest opportunities for progress.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.229, AMACOM Div American Mgmt Assn
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“Most people think of a balanced life in terms of how much time is given to the various sectors of a life. While time is one measure of involvement, I think the critical variable is passion. How energized, fascinated and absorbed are you in each sphere in which you are engaged? They are rarely, and usually only briefly, equal.”
-- Judith M Bardwick -
“I was appalled at how children had become the focus and gravitational center of the nuclear family around which parents orbited instead of the traditional arrangement in which children orbited around their parents. This is a huge change because a critical job in early childhood is to get children weaned away from the total narcissism normal to infancy. With the children as the center of the family's actions and decisions, narcissism is at a minimum prolonged and may never significantly decline.”
-- Judith M BardwickSource : Source: bobmorris.biz
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“... we know that productivity suffers when uncertainty is high. But we've failed to realize the equally destructive effects of too little anxiety. ... By protecting people from risk, we destroy their self-esteem. We rob them of the opportunity to become strong, competent people.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.32, AMACOM Div American Mgmt Assn
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“Trust is perhaps the most critical single building block underlying effectiveness. Without trust leaders do not have followers. Without trust, leaders are impotent despite great rhetoric or splendid ideas. Trust rests on the belief among followers that the leader is transparent: What you see is what there is. Trust means followers believe there is no duplicity; no manipulation just to satisfy the leader's ego. Very simply: The effective leader is transparent; that's why that person is trusted.”
-- Judith M BardwickSource : Source: bobmorris.biz
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“The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! "The deal," the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.”
-- Judith M Bardwick -
“With air travel there is no distance, there is only time.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.14, AMACOM Div American Mgmt Assn
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“When employees don't really care about the work they do and they take no pride in being in the specific organization where they work, they bring no enthusiasm, energy or passion to what they're doing. If, in addition, they feel abused, resentful, insignificant, betrayed, or taken advantage of...they want out. Naturally.”
-- Judith M BardwickSource : Source: bobmorris.biz
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“The Psychological Recession is the cluster of feelings that the present is really scary and the future will likely be worse. It comes from the sense you have no control over what's happening to you and you don't see a way to get your life back under control. It's the feeling that life is unfair; you paid your dues, you worked hard, and you ended up naked and vulnerable. There is no comfort to be found in the dismissal of the Psychological Recession as being just an idea; it is a real phenomenon with real consequences, all of them bad.”
-- Judith M Bardwick -
“Nothing motivates like success. While academics, consultants and gurus are preoccupied with coming up with great insights and seminal ideas, usually they don't realize that making things happen, achieving operational excellence, moving the organization from uncertainty to clarity, from red ink to black, is what really creates hope for a better future. Therefore, great leadership always involves great ideas and real actions that reinforce a strong belief in the excellence of the decision makers and in the viability of the organization itself.”
-- Judith M BardwickSource : Source: bobmorris.biz
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“Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.”
-- Judith M Bardwick -
“motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.63, AMACOM Div American Mgmt Assn
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“Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.”
-- Judith M Bardwick -
“In organizations where nothing much happens regardless of whether you do something exceptional or just show up in the morning, the best people lose heart and motivation is reduced near the lowest common denominator.”
-- Judith M BardwickSource : Judith M. Bardwick (1995). “Danger in the Comfort Zone: From Boardroom to Mailroom--how to Break the Entitlement Habit That's Killing American Business”, p.5, AMACOM Div American Mgmt Assn
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“Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.”
-- Judith M Bardwick -
“The message to organizations is this: You have to increase the number of categories of contributing, or the types of career paths, which people can experience as successful. You cannot restrict esteem to the fewer and fewer who will be climbing up the management ladder. You need to have the majority of your people feeling like winners.”
-- Judith M Bardwick -
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“If the mood is overly anxious, then anxiety must be reduced by lowering uncertainty. Very simply, uncertainty is reduced when people are told what's going on and what will happen to them. In the vacuum of no news, people imagine the worst. Since disappointment is much easier to handle than anxiety, then, good news or bad, honesty is honestly the best policy.”
-- Judith M Bardwick -
“The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.”
-- Judith M Bardwick
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