Discover the most popular and inspiring quotes and sayings on the topic of Subordinates. Share them with your friends on social media platforms like Facebook, Twitter, or your personal blogs, and let the world be inspired by their powerful messages. Here are the Top 100 Subordinates Quotes And Sayings by 95 Authors including David Riesman,Anonymous,Jurgen Klinsmann,Douglas Preston,Stephen Covey for you to enjoy and share.
Though top executives may work as hard as ever-in part perhaps because, being trained in an earlier day, they can hardly help doing so-their subordinates are somewhat less work-minded.
If serving is below you, leadership is beyond you.
I had to delegate authority to the people on my staff. That means you shave away the hierarchy.
My idle curiosity might lead to something more official, if the lieutenant feels his work is being hindered by an officious, small-minded, self-important bureaucrat. Not you, of course. I speak in general terms only.
People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.
You have people who know you are competent enough to do your job and then you have the ones that just hover around.
Given enough time - and assuming the existence of enough ranks in the hierarchy - each employee rises to, and remains at, his level of incompetence.
We lead people, but we manage things.
The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates.
When you value your crew, they look after you.
Turning the workplace into a playing field can turn our subordinates into "athletes" dedicated to performing at the limit of their capabilities - the key to making our team consistent winners.
Be a leader, not a superior.
Prefects. I had learned this one. Student council types, but with superpowers. They who must be obeyed.
I think most people can identify with the hierarchy of the workplace.
Promote yourself, but do not demote another.
Superiors got all the good things in life. Commoners got what was left. Slaves got a beating if they complained.
Having firstrate people on the team is more important than designing hierarchies and clarifying who reports to whom
turning the traditional hierarchical pyramid upside down to emphasize that everyone is responsible - able to respond - for living the constitution and getting the desired results while modeling the organization's valued behaviors.
Because not everyone can take charge of his or her destiny, those who do rise to positions of authority have a responsibility to those whose daily work keeps the enterprise running, not only to steer the correct course but to make sure no one is left behind.
There is a saying in entrepreneurship that your early employees are all commandos. Commandos are people who can do almost everything well: emails, strategy, code, design.
Quis custodiet ipsos custodes?
Who supervises the supervisors themselves?
Encourage and listen well to the words of your subordinates. It is well known that gold lies hidden underground.
First class Manager hire first class leader, second class Manager hire third class manager and third class manager fire first class leader.
If an incompetent chieftain is removed, seldom do we appoint his highest-ranking subordinate to his place
What nobler employment, or more valuable to the state, than that of the man who instructs the rising generation?
Employees in a hierarchy do not really object to incompetence (Peter's Paradox): they merely gossip about incompetence to mask their envy of employees who have Pull.
When placed in command, take charge.
Serving Leaders direct credit to others.
When you've got a lot of slaves at your command, you tend to get a little bit fat. You tend to get a little bit lazy. You tend to get a little incompetent because there's not much that you do for yourself anymore.
I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.
Servants honor their master by their service.
Human beings. They are the ones with the most important job. They are supposed to make what they want out of what they are given.
I call them associates; I don't like the word 'employee.'
I esteem my colleagues as I do my own self, I esteem them for two things: because they are able to find perfect felicity in specialized knowledge and because they are not apt to commit physical murder.
Orderly discipline and morale within an army was the responsibility of the Division Commander.
Men who so uneasily tolerate superiors patiently suffer a master, and show themselves proud and servile at the same time.
Agents of disruption, subversion, sabotage and disinformation tunnelers and smugglers, listeners and forgers, trainers and recruiters and talent spotters and couriers and watchers and seducers, assassins and balloonists, lip readers and disguise artists.
Discipline can only be obtained when all the officers are imbued with the sense of their awful obligation to their men and to their country that they cannot tolerate negligence. Officers who fail to correct errors or to praise excellence are valueless in peace and dangerous misfits in war.
Hierarchy means very little to me. Let's put together in meetings the people who can help solve a problem, regardless of position.
Divisions compete for resources and sabotage each other to steal glory. Bosses pit their subordinates against one another so that no one can mount a coup.
The importance of discretion increases with closeness to the top of a hierarchical organization.
My father was a civil servant, fairly sort of middle ranking, low to middle ranking. He worked almost entirely in what was then called Administrative Labour, dealing with employment and unemployment issues.
In any organization men would move up form the bottom to the top. That develops loyalty, ambition and talent, because there is a chance for promotion.
Excellent leaders of people lower themselves.
A Serving Leader who creates a powerful churn of productivity needs a team that can put itself at the service of others.
The military was all about hierarchies, who urinated highest on the hydrant
But because our organization has grown so much and in so many different ways, the delegation process places responsibility and authority on the shoulders of people you can watch grow and watch the way they treat others.
If thou hast no inferiors, have patience awhile, and thou shalt have no superiors. The grave requires no marshal.
The organization of ofices follows the principle of hierarchy ... each lower office is under the control and supervision of a higher one
Our offices must always be headed by the kind of men who command respect. Not phonies, zeros or bastards.
How do leaders serve their people? They may pay good wages and treat employees with respect.
If officers desire to have control over their commands, they must remain habitually with them, industriously attend to their instruction and comfort, and in battle lead them well.
Staff officers of inharmonious disposition, irrespective of their ability, must be removed. A staff cannot function unless it is a united family.
Of all those in the army close to the commander none is more intimate than the secret agent; of all rewards none more liberal than those given to secret agents; of all matters none is more confidential than those relating to secret operations.
In life, we do not give employees enough leeway. If you look around Semco's office, there are plenty of empty desks. The question is - where are these people? I do not have the slightest idea, but I am not interested.
I can conceive few situations more harassing than that wherein, however you may long for success, however you may labour to fulfil your duty, your efforts are baffled and set at nought by those beneath you, and unjustly censured and misjudged by those above.
The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If we assign this general to lead this base, what do we expect him to accomplish?"
People in powerful positions come under scrutiny, and sometimes they get in trouble for things that their underlings did.
It is rightly said that we all are equal. The only thing that puts us in a hierarchy is our effort.
The highest duty is to respect authority.
High positions are full of low people!
In the bureaucratic machine of socialism the way toward promotion is not achievement but the favor of the superiors.
In the department of--but it is better not to mention the department. There is nothing more irritable than departments, regiments, courts of justice, and, in a word, every branch of public service.
We all have hierarchies at work - even on set, the runner would never walk up to the director and ask for a cup of coffee.
If you get the objectives right, a lieutenant can write the strategy.
Employees Are Human Capital of An Organisation
They are my slaves [ books and papers ] and they must serve me as I please.
If subordinates, or people in general, know that they genuinely have easy access to their leader, they'll tend to view the leader in a more positive, trustworthy light.
Ye servants of the Lord, Each in his office wait, Observant of the heavenly word, And watchful at his gate.
People do a better job if they respect the leader of the company. I learned that on my mission
the value of people and how to truly appreciate them,
Maxine Hancock says we should think of ourselves as the servant leaders of our homes. I think by the addition of the word leaders, she implies that while we serve we should also command respect.
What I've learned is that unless it's an emergency, like a fire or brain surgery, hierarchy is not necessary and may be damaging. If you have a hierarchy, you're repeating the strengths and weaknesses of one person without allowing for the accumulative strength of a group.
The basic principle is I command, and my employees carry it out immediately.
Today the large organization is lord and master, and most of its employees have been desensitized much as were the medieval peasants who never knew they were serfs.
Hierarchy is an organization with its face toward the CEO and its ass toward the customer.
There is only one condition in which we can imagine managers not needing subordinates, and masters not needing slaves. This condition would be that each (inanimate) instrument could do its own work.
We cling to hierarchies because our place in a hierarchy is, rightly or wrongly, a major indicator of our social worth.
Know the extent of your authority and exercise it. Establish and maintain authority.
It is not long before those who are obedient in service obtain command.
It used to be you rose up through the ranks, and by the time you got a job as a boss, you had done the work of everybody beneath you ...
Serving Leaders work hard to get obstacles out of the way so others can make progress.
the first object of any good system must be that of developing first-class men; and under systematic management the best man rises to the top more certainly and more rapidly than ever before.
I always love that 'we' part from a staff officer.
The business of a general is to kick away the ladder behind soldiers when they have climbed up a height.
They need leaders who help them shine, who help them fulfill their potential at work.
They were in charge of the privilege of staying and the joy of firing.
Be obedient to your superior, and your inferior will obey you.
Nobody really likes large-scale organizations; nobody likes to take orders from a superior who takes orders from a superior who takes orders ...
Servant-leader ship is all about making the goals clear and then rolling your sleeves up and doing whatever it takes to help people win. In that situation, they don't work for you, you work for them.
Unless we learn to do our duty to those whom we employ, they will never learn to do their duty to us
A leader knows who is outside of the system and needs special help.
Departments and groups within the team must break down silos, depend on each other and understand who depends on them. If
People expect their Leaders to help them to achieve the common task. to build the synergy of teamwork and to respond to individuals and meet their needs
Those commands of superiors which are contrary to our first duties are not to be obeyed.
The other two entered the room. Vimes gave his men his usual look of resigned dismay.
"My squad," he mumbled.
"Fine body of men," said Lady Ramkin. "The good old rank and file, eh?"
"The rank, anyway," said Vimes.
They come in injured and mangled, we put them back together, then they stand in my halls making demands. A thankless lot to be sure.
A servant leader can always come down to the level of the one he is serving
The masters and overseers were so good at employee development, in their absence, the employees still achieved the company's mission
Honor bespeaks worth. Confidence begets trust. Service brings satisfaction. Cooperation proves the quality of leadership.
Subordinates look for their bosses to be positive, in good humor, and cheerful. They aren't supposed to be emotional or have bad days. but leaders are guman, too, and when they are in a lousy mood and snap at a subordinate, it can have a devastating effect.