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Powerlessness corrupts: absolute powerlessness corrupts absolutely.

Rosabeth Moss Kanter

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Rosabeth Moss Kanter
Age: 81
Born: 1943
Born: March 15
Economist
Professor
Sociologist
Teacher
University Teacher
Writer
Cleveland
Ohio
Corrupts
Powerlessness
Absolutes
Absolute
Absolutely

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The boomers' biggest impact will be on eliminating the term 'retirement' and inventing a new stage of life... the new career arc.
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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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Pessimists see problems as stemming from stable and universal causes, thus making them less susceptible to corrective action. Optimists, in contrast, view problems as temporary and resulting from specific factors that will either change or be changed.
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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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The architecture of change involves the design and construction of new patterns, or the reconceptualization of old ones, to make new, and hopefully more productive, actions possible.
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I wonder whether there has been too much emphasis on teaching women to conform, to fit into the system. Certainly that suits conservative organizations in conservative times. But now ... innovation and creativity are necessary.
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One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.
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Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
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It is crucial to recognize, reward, and celebrate accomplishments.
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Thinkers, makers and traders are the DNA of the world class company
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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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Those enjoying winning streaks thus win twofold. They win not only the game but also the right to greater self-determination. They become masters of their own fate. That feeling of efficacy, of being in charge of circumstances, is the essence of confidence. Winning once or twice is encouraging, but winning continuously is empowering.
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Leadership is one of the most enduring, universal human responsibilities.
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Companies used to be able to function with autocratic bosses. We don't live in that world anymore.
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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
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After years of telling corporate citizens to 'trust the system,' many companies must relearn instead to trust their people - and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.
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The behavior of people and the culture of an organization are very different in winning streaks and losing streaks. But what both have in common is their momentum - once winners' or losers' habits and culture take hold, they tend to perpetuate themselves.
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Confidence is the bridge connecting expectations and performance, investment and results.
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It is easier to talk about money -- and much easier to talk about sex -- than it is to talk about power. People who have it deny it people who want it do not want to appear to hunger for it and people who engage in its machinations do so secretly.
Rosabeth Moss Kanter