"Management is doing things right; leadership is doing the right things." Peter Drucker
"To accomplish great things, we must not only act, but also dream; not only plan, but also believe." Anatole France
"True leadership only exists if people follow when they have the freedom not to." Jim Collins
"There's a sweet spot in peak performance where you're bringing all your intellect, assets and capabilities to the task, and you're not paralzzed by the challenge. I think that's what great management is all about - making sure people are right in that sweet spot, and not feeling incapable because the're scared." - Sue Desmond-Hellmann, CEO, Bill & Melinda Gates Foundation
Pointy-Haired Boss: "Failure if the raw material of success. From now on I will celebrate your failures."
Dilbert: "Will you still be taking credit for our successes?"
Pointed-Haired Boss: "That part stays the same. I'm only trying to increase the contrast to your failures."
Scott Adams, Dilbert, May 8, 2015
“Presented with a world of opportunities but only limited resources. . . [international educators face] a most daunting task. Making informed and creative choices about internationalization—with a clear sense of the interplay between risks and benefits, opportunities, and imperatives, obstacles and resources—requires unique skills and talents, real vision, and sustained commitment.” L. Rumbley, P. Altbach, L. Reisberg, Internationalization Within the Higher Education Context, in The SAGE Handbook of International Higher Education (SAGE, 2012), p.24.
"Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations." Peter Drucker
"Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." Jack Welch, former GE CEO
"University and college presidents are not clairvoyant. They cannot predict the future. Yet, increasingly, they must lead as though they can see well into the future. That is because the fortunes of higher education rest, in large part, on how well leaders today can anticipate and shape the trends of tomorrow." ACE, Collective Foresight: The Leadership Challenges for Higher Education's Future. Washington, DC, 2008, p. 1.
“There is no such thing as leadership. . . . At best, leadership may be a dimension of management . . . and leaders could be identified because their actions were predictable, or perhaps trustworthy.” Peter Drucker as told to Wes Balda, Managing Turbulence (June 2, 2009).
"In a hierarchy every employee tends to rise to his level of incompetence." Laurence J. Peter and Raymond Hull, The Peter Principle: Why Things Always Go Wrong (1969).
"The most ineffective workers are systematically moved to the place where they can do the least damage: management." Scott Adams, The Dilbert Principle (1996).
"Imagine the plight of the middle manager. She's trying to please her bosses, interpret their messages and convey them to her staff, meet financial targets, give consistently tricky performance reviews, and grapple with ever-changing goals. Talk about being caught in the middle." Gary M. Stern, Redefining the middle manager's Job at www.management.fortune.cnn.com, September 19, 2011.
"So many times . . . middle management positions can just block people from growing individually. So we . . . built a company in a way that we don't have middle managers at all. This also requires hiring people who are very mature and experienced, and who can take everything from coming up with a concept all the way to executing it by themselves, and be very creative, innovative and entrepreneurial." Adi Tatarko, CEO of Houzz, New York Times, June 7, 2013, p. B2.
"The very phrase “middle managers” evokes mediocrity: a person who stubbornly defends the status quo because he’s too unimaginative to dream up anything better—or, worse, someone who sabotages others’ attempts to change the organization for the better. . . . But don’t pull out the pink slips just yet. . . . Middle managers, it turns out, make valuable contributions to the realization of radical change at a company—contributions that go largely unrecognized by most senior executives." Quy Nguyen Huy, In Praise of Middle Managers, Harvard Business Review (September 2001) at http://hbr.org/2001/09/in-praise-of-middle-managers/ar/1
Leveraging Good Ideas
"A vision without a strategy remains an illusion." JoAnn McCarthy
"By creating an environment where good ideas are surfaced, brokered, encouraged, leveraged, an implemented within a partnership framework, the central [international] office is providing leadership, gaining influence, and serving as an effective change agent." - Jack Van de Water, The International Office: Taking a Closer Look, International Educator, Spring 2000, 9(2), p. 37.
"With globalization driving the demand for global-ready graduates, it becomes crucial for administrators to assess these outcomes of internationalisation to determine exactly what our students are learning through these efforts and how effective our programmes are in achieving the stated learning outcomes." - Darla Deardorff, Dawn Thorndike Pysarchik, Zee-Sun Yun, "Towards effective international learning assessment: principles, design and implementation" in Measuring success in the internationalization of higher education (EAIE, 2009), p. 23.
“The University is fundamentally challenged by globalization in three main ways: first, because of the University’s close identification with the promulgation of national cultures; second, because of the standardisation of teaching through the impact of communication and information technology; and the emergence of global research cultures and networks and third, because global markets have undermined high public expenditure welfare states on which universities depended for the bulk of their income,” Peter Scott, Globalisation and Higher Education: Challenges for the 21st Century in Journal of Studies in International Education,4(1) (Spring 2000), pp. 5-6.
"Broadly speaking, there is every reason to be optimistic about the continued globalization of higher education. . . The challenge will be to fend off periodic bouts of academic protectionism, whether directed at branch campuses, at foreign students, at the export of scholarship or human talent, or at ascendant institutions in distant lands that are wrongly perceived as a threat to domestic universities," - Ben Wildavsky, The Great Brain Race: How Global Universities are Reshaping the World (Princeton Univ, Press, 2010), p. 198.
"Innovation is filled with failures, and when people describe their experiences, I get a sense of their ability to get things done with a team, but also their resilience. If you thought the answer was going to be yes and it was no, how did you deal with it?" - Sue Desmond-Hellmann, CEO , Bill & Melinda Gates Foundation
Wally: "You should be celebrating my failures instead of punishing me for them.
Wally: "Failure is the raw material of success. If I am not failing, it means I am not pushing myself hard enough.
Pointy-Haired Boss: "Fine. What have you failed at?"
Wally: "I failed to work on my project this month."
(Scott Adams, Dilbert - May 7, 2015)
"Success is stumbling from failure to failure with no loss of enthusiasm.” Winston Churchill
"l was a very public failure. . . . But something slowly began to dawn on me - I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over. I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life." Steve Jobs
" . . . [F]ailure is not an objective fact, but a subjective opinion, a judgment about events. . . The more professional you become, the more likely it is that you will fail at some point. Failure is often painful and sometimes very costly, but it can teach you a great
deal. So the question is not how to avoid failure, but what to do with it when it
happens." Riall Nolan, Stress and Failure in Practice Work. A Handbook of Practicing Anthropology. 2013. Hoboken (NJ): Wiley & Sons, Inc.
Q. "Other questions you ask [when you interview potential hires]?
"What do you do when you fail? People who are successful fail a lot. So I will ask, Tell me an example of something that you thought was a great idea and why it didn't work." The idea doesn't make a difference. But what did they learn from about why they failed? If you have someone who's failed and thought about why they failed, then that's going to be a really strong employee for you." Jenna Fagnan, CEO of Tequila Avion, the New York Times, June 2, 2013, p. B2.
"I want you to remember this: There is no such thing as failure. . . . Failure is just life trying to move us in another direction." Oprah Winfrey to Harvard's 2013 graduating class
“You must learn from the mistakes of others. You can’t possibly live long enough to make them all yourself.” American humorist Sam Levenson