Kevin Allen Quotations

My dad actually looked at the wrong list in the paper and we just figured I didn't get it. Then, 10 minutes later he saw the right list and came and told me. It's an honor. I felt like if I had a good season I might get it.

I feel that it's important for the college environment and for the students to be exposed to the issues and opportunities the world has to offer. We could all stand to be educated and learn about different cultures.

We took 24 shots in the second half and scored 13 points. It was kind of a snowball effect. I can't fault the kids for that, but we sometimes let that carry over while we were on defense and you can't take a mental break in basketball.

I think I was told later that people mentioned that they were heroes for what was done. I might be mistaken, but I thought the charter mandated that we investigate possible misconduct.

I think at that point, down to final four, Trump was looking for a specific thing, ... He just couldn't find a way to articulate that when it came time to fire me.

I think Mr. Trump has got his eye on Jen, ... Unfortunately, I think she's going to win. She had something that Mr. Trump favored, and it's been apparent. He's been favoring her for a while. But you never know.

We're a team trying to find ourselves right now. We just ran into a good basketball team with a good shooter tonight.

What Harris Teeter looks for is a certain demographic, household income and education level, and Columbia really fit the demographic.

With everything that has happened, most people thought we were going to fall apart. We just stayed together and finally peaked.

(Rose) is a great guy. He loves the kids and he was really good with them. He really knows his stuff. ... We got along great.

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

True buoyant leaders can never communicate in percentage points, or charts and figures. First and foremost, they must be storytellers, communicating with their hearts, not heads.

All buoyant leaders are driven by a real ambition- that is, what is being created that didn't exist before- and one criteria for that real ambition, is that on initial inspection, it seems fundamentally impossible.

Maintaining patience, being generous, and helping your peers takes time, and no small amount of emotional fortitude. But it brings an exponential difference in your team's ability to problem-solve.

At the end of the day it's really easy to be a great leader when things are going well. The real test, whether or not you believe in being an emotionally intelligent leader, is when things go wrong.

As I was coming up in business, screwing up was not an option in any form.

Survival in the demand economy depends on and requires experimentation, risk taking, and trial and error.

Once you demonstrate to your team that you put them on the same plane of priority as yourself, you will create an environment, and a culture that will make your entire organization flourish.

Once you reach people on an authentic emotional level, they will reward your faith in them with their belief in you, and they will mobilize to get the job done.

It is so easy to "calibrate" -that is, given the pressures on a smaller company to redefine in less ambitious terms- that which you are in business to accomplish. The moment this happens the downward spiral begins.

What can be seeds of destruction can also be seeds of greatness.

What I've come to realize is that emotional intelligence, which I define as buoyancy, was the only way I knew how to lead, and is, in my option, the only way to inspire real change.

Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.

Inevitably in my career of 35 years, I was in one turnaround circumstance after another, and I was personally put in positions of significant responsibility but without complete authority over everyone that needed to be mobilized.

One of my great mistakes coming up, since I was a kid from wrong side of the tracks, and fearful that I might be seen as wanting leadership-wise, was to be someone I was not.

You can't mobilize people and connect with them authentically when they can't see the true you.

As buoyancy is not contrary to other characteristics of leadership, including decisiveness, accountability and performance standards, I don't ever think it can be self-defeating.

First, define your credo- the belief system of the organization. Secondly, define your real ambition, or where do you want to go as a collective community.

I believe that the establishment of a real ambition, a powerfully galvanizing and exciting vision of what a group is setting out to create, is vitally important.

My grandfather used to say to me when I was a boy, "Getting knocked down is no big prize - it's getting up that's the real trick." I couldn't agree more.

Buoyant leadership is not a management technique, it's a leadership principle based on the belief that leading isn't presiding, it's taking people on a journey, and on any hero's journey there will be a setback.

Mandela stands alone in possessing all of the qualities of other great men, but has one quality which is transcendent... his ability to forgive and to place others above himself.

Mr. Churchill connected truly to what was in the hearts of the British people, which is what a buoyant leader does. One of his most famous quotes is about making mistakes and learning from them. He wasn't shy to admit when things went wrong.

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.

Buoyancy is a phenomenon whereby, as a leader, you float because the people you inspired believe that you should, because you've truly connected with the collective desires and values of the people you lead.

When your people have determined that you understand their lies in their hearts and are dedicated to their functional wellbeing, they will compensate for your weaknesses and shore up your strengths.

Leadership is not about sitting and presiding, it's about a going somewhere. To be buoyant, you must not only ignite passion around a common quest, you must also mobilize your team to take a journey with you toward a common destination, or what I call a "real ambition."

The phrases and language used everyday in an organization can in fact affect the way your team makes decisions and conducts themselves.

The secret is to be prepared, to draw on the strengths of the people around you, and most importantly, to instill confidence that your team will step up and find a solution.

We lost control for a while, but then we were able to get it back together.

This is the NHL's repair year, ... They have to treat it almost like a new production introduction.

I am proud of the character of my kids. They maintained a high level of character throughout the second half.

He passed it onto his sister who is my wife and now it's in my house.

Heather Fong was given 60 days to review -- it was my understanding through my discussions that she did not want to file.