Command And Control Quotes

I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models.

Many companies operate from more of a command-and-control environment - they decide what's going to happen at headquarters and have the organization execute. That doesn't work here because it's the community of users who really have control. So we enable, not direct. We think of our customers as people, not wallets. And that has implications for how we run the company. We partner with our customers and let them take the company where they think it's best utilized.

As a sensitive and highly intuitive person in the command-and-control corporate world, I always felt miscast.

To say that you now trust the Russian military command and control system because some Russian general told you from the bottom of his heart that's the case, strikes me as most unrealistic.

The real role of leadership in education ... is not and should not be command and control. The real role of leadership is climate control, creating a climate of possibility.

Our emerging workforce is not interested in command-and-control leadership. They don't want to do things because I said so; they want to do things because they want to do them.

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.

In a military operation, the command and control elements are a legitimate target.

Instead of command and control, managing the creative process is about facilitating and permitting.

Leadership is the sum of those qualities of intellect, human understanding, and moral character that enables a person to inspire and control a group of people successfully.

The budget for nuclear forces in the United States is on the order of $25 billion or so. That includes warheads, delivery systems, command and control; does not include environmental clean-up, which is another maybe $10 billion or so. So that's about 5% of the U.S. military budget.

The study of how substances alter gene expression is part of the field of epigenetics. Some chemical exposures appear to turn on and turn off genes in ways that disregulate cell growth and predispose for cancer. From this perspective, our genes are less the command-and-control masters of our cells and more like the keys of piano, with the environment as the hands of the pianist.

In the military we are always looking for ways to leverage up our forces. Having greater communications and command and control over your forces than your enemy has over his is a force multiplier. Having greater logistics capability than the enemy is a force multiplier. Having better-trained commanders is a force multiplier. Perpetual optimism, believing in yourself, believing in your purpose, believing you will prevail, and demonstrating passion and confidence is a force multiplier. If you believe and have prepared your followers, the followers will believe.

There's increasing consciousness that a "command and control" style of management which one associates with a male model isn't necessarily what works anymore, especially with small to medium sized companies. There's increasing evidence that a more flexible management style, where responsibility is distributed up and down the line, is what works best. And that kind of management style is one that will allow individual workers more flexibility - men and women.

Most people associate command and control leadership with the military.

Working with the UN's diplomacy and development arms, we can prevent minor differences from escalating into wars. When conflicts do break out, UN peacekeepers should play a role in defusing and settling them. Without giving up our sovereignty, we can help the UN with better training and better command and control in order to develop more effective peacekeeping forces.

We could still have continued the arms race, but the arms race was pointless, and it was another reason we decided to start perestroika. It was senseless to continue to accumulate weapons. We had enough weapons to destroy life on Earth 1,000 times, and therefore it was very clear to us that the arms race could spiral out of control. A conflict could have started, as both the Americans and the Soviets realized, not out of a wrong political decision but because of a failure in the command-and-control systems.

The Ego, however, is not who you really are. The ego is your self-image; it is your social mask; it is the role you are playing. Your social mask thrives on approval. It wants control, and it is sustained by power, because it lives in fear.

To put it another way, I believe that purpose and principle, clearly understood and articulated, and commonly shared, are the genetic code of any healthy organization. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways. The organization will become a vital, living set of beliefs.

For so long, companies were run using a command-and-control, 'top down' hierarchical method that involved dictating down the command chain and maintaining order. What I've witnessed in our time is evolving democratization, a shift to a demand economy accelerated by technological advancements like social media.

I'm sad to report that in the past few years, ever since uncertainty became our insistent 21st century companion, leadership has taken a great leap backwards to the familiar territory of command and control.