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Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.

Warren G. Bennis

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Warren G. Bennis
Leadership
Becoming
Leader
Simple
Difficult
Also
Synonymous
Precisely
Honesty

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In great groups, the right people always have the right job.
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Those who take risks walk the high wire with no fear of falling.
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Trust resides squarely between faith and doubt.
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People vary enormously in how they learn. Some learn through their eyes - by reading but also by responding to all kinds of visual information. Others learn mostly through their ears or touch or other senses.
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Encourage reflective backtalk: Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
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The manager does things right the leader does the right thing.
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That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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Leaders learn by leading, and they learn bestby leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
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Just as no great painting has ever been created by a committee, no great vision has ever emerged from the herd.
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Trust is difficult to define, but we know when it's present and when it's not.
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While great leaders may be as rare as great runners, great actors, or great painters, everyone has leadership potential, just as everyone has some ability at running, acting, and painting.
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That's important to remember: it's not just a collection of great individuals but a group of people who enjoy playing in the sandbox, thoroughly enjoying collaborative problem solving.
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If you're the leader, you've got to give up your omniscient and omnipotent fantasies - that you know and must do everything. Learn how to abandon your ego to the talents of others.
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Trust is the emotional glue that binds followers and leaders together.
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If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.
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Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.
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Leadership is like beauty - it's hard to define but you know it when you see it.
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One of the qualities that all the leaders have is a voracious appetite to learn whatever they do not as yet know and understand, coupled with an openness to new experiences.
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Encourage dissent: Leaders should have associates who have contrary views, who are devil's advocates, variance sensors who can tell them the difference between what is expected and what is really happening, between what they want to hear and what they need to hear. There are too many naked emperors running around today.
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The ability to plan for what has not yet happened, for a future that has only been imagined, is one of the hallmarks of leadership.
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