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Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.

Warren G. Bennis

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Warren G. Bennis
Compelling
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Vision
Create
Place
Reality
People
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The manager administers the leader innovates.
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Expect the best from your people and they will usually deliver but your expectations must be realistic.
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If great teams don't have an enemy, they create one for themselves because, as former Coca-Cola CEO Roberto Goizueta pointed out, you can't have a war without one.
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Listening to the inner voice - trusting the inner voice - is one of the most important lessons of leadership.
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There is a profound difference between information and meaning.
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Success in management requires learning as fast as the world is changing.
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To be authentic is literally to be your own author... to discover your own native energies and desires, and then to find your own way of acting on them.
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Leaders must earn the trust of their teams, their organizations, and their stakeholders before attempting to engage their support.
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The manager accepts the status quo the leader challenges it.
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Keep reminding people of what's important and that their fates are correlated.
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All claims deserve consideration but some claims are more important than others.
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Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.
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That is the key challenge facing management today change is the only constant.
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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.
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This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.
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Think of successful creative collaborations are dreams with deadlines.
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Around the world, the generals are being ousted, and the poets are taking charge.
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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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I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.
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More leaders have been made by accident, circumstance, sheer grit, or will than have been made by all the leadership courses put together.
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