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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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
Middle
Truth
Everything
Looks
Life
Nearly
Like
Basic
Management
Failure
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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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Leaders must pick causes they won't abandon easily, remain committed despite setbacks, and communicate their big ideas over and over again in every encounter.
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The goal of winning is not losing two times in a row.
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Leadership is one of the most enduring, universal human responsibilities.
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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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Power is the ability to get things done
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To stay ahead, you must have your next idea waiting in the wings.
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The Martha Stewart trial makes clear how far women have risen in the business world. America can be proud of our equal-opportunity prosecution and conviction.
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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 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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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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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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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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