A man who works under orders with other men must be without vanity. If he has too strong a will of his own and if his ideas are in conflict with those of his chief, the execution of orders will always be uncertain because of his efforts to interpret them in his own way. Faith in the chief must keep the gang together. Obviously deference must not turn into servility. A chief of staff or a departmental head should be able, if it seems to him (rightly or wrongly) that his superior is making a serious mistake, to tell him so courageously. But this sort of collaboration is really effective only if such frankness has true admiration and devotion behind it. If the lieutenant does not admit that his chief is more experienced and has better judgment than he himself, he will serve him badly. Criticism of the chief by a subordinate must be accidental and not habitual. What must an assistant do if he is sure he is right and if his chief refuses to accept his criticisms? He must obey the order after offering his objections. No collective work is possible without discipline. If the matter is so serious that it can have a permanent effect upon the future of a country, an army, or a commercial enterprise, the critic may hand in his resignation. But this must be done only as a last resort; as long as a man thinks he can be useful he must remain at his post.
Andre Maurois
» Andre Maurois - all quotes »
A great man's manias must be respected, because the time required to combat them is too precious to waste. A departmental head and his chief reach a state of symbiosis; the clever official knows that words must never be spoken in the chief's presence because they stir up painful complexes or rouse his anger. He knows how to present a proposition so that the chief will be interested and give a favorable opinion. He is clearly aware of the latter's mistakes and weaknesses, respects him no less for them, but he does his best to make up for deficiencies.
Andre Maurois
The changes in the chief and the assistant chief surgeon were most noticeable. At first they felt that they were just fulfilling their duty to the injured worker but were very dubious about the result. But then, full of confidence they really began doing their best.
Ba Jin
It is difficult to describe such a character. He was not highly educated but he was able and extremely industrious in technical office work. He was also extremely unscrupulous and very practical. His practicality was obvious even in his speech and appearance. He was a short, stocky man, quite fat, with an oxlike character. He had been a schoolteacher early in his career just as Streicher had been a schoolteacher, so you can see that being a schoolteacher is no sign of education. Technically and officially Bormann was the head of the party. Besides that, however, he was in reality the prime minister because all of Hitler's orders went through his hands. Bormann's real period of power began in 1941, although long before that, as far back as 1937, he had been a strong personal influence on Hitler. It was very strange. You know he was the chief of staff under Hess, but even while Hess was his superior, Bormann was much closer to Hitler in the hierarchy than was Hess. I think that Hess lost all his power because Bormann took it away from him, despite the fact that Hess was Bormann's superior. Bormann virtually became Hess's boss. Bormann entered party history in 1929 when he came to Munich. Before that he lived in my hometown of Weimar and used to chauffeur Sauckel, when the latter made propaganda and campaign speeches in Thuringia. Bormann at that time worked for Sauckel, and in a very minor, subordinate position. In 1929 he began doing financial work within the party. He continued with this task until 1933, when Hess made him his chief of staff.
Martin Bormann
The chief is the chief. He is the eagle who flies high and cannot be touched by the spit of the toad.
Mobutu Sese Seko
The metric is what the person has to contribute, not the person's rank, age, or level of experience. If they have the answer, I want the answer. When I post a question on my blog, I expect the person with the answer to post back. I do not expect the person with the answer to run it through you, your OIC, the branch chief, the exec, the Division Chief and then get the garbled answer back before he or she posts it for me. The Napoleonic Code and Netcentric Collaboration cannot exist in the same space and time. It's YOUR job to make sure I get my answers and then if they get it wrong or they could have got it righter, then you guide them toward a better way... but do not get in their way.
James E. Cartwright
Maurois, Andre
Mawson, Douglas
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