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The manager has his eye on the bottom line the leader has his eye on the horizon.

Warren G. Bennis

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Warren G. Bennis
Managers
Management
Bottom
Line
Leader
Lines
Eye
Manager
Inspirational
Horizon

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The leader has a clear idea of what he wants to do professionally and personally, and the strength to persist in the face of setbacks, even failures
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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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Great groups deliver great results. And for everyone involved in a great group, great work is its own reward.
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Failing organizations are usually over-managed and under-led.
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Without a terrific leader, you're not going to have a Great Group. But it is also true that you're not going to have a great leader without a Great Group.
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Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.
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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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Successful leaders are great askers
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Leadership is the capacity to translate vision into reality.
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See the long view: By all means plant the corn, milk the cows, and feed the horses but always keep the eventual harvest in mind.
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Embrace error: Create an atmosphere in which prudent risk taking is strongly encouraged.
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Success in management requires learning as fast as the world is changing.
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Understand the Pygmalion Effect: Leaders should always expect the very best of those around them. They know that people can change and grow.
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Keep reminding people of what's important and that their fates are correlated.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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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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In life, change is inevitable. In business, change is vital.
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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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Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.
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Recognize and respect mutual self-interests, then build creative collaborations to serve them.
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