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Find the appropriate balance of competing claims by various groups of stakeholders. All claims deserve consideration but some claims are more important than others.

Warren G. Bennis

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Warren G. Bennis
Various
Deserve
Balance
Stakeholders
Groups
Stakeholder
Others
Competing
Find
Consideration
Important
Appropriate
Claims

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The manager asks how and when the leader asks what and why.
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Coaching will become the model for leaders in the future... I am certain that leadership can be learned and that terrific coaches... facilitate learning.
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Keep reminding people of what's important and that their fates are correlated.
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Great things are achieved by talented people who are absolutely convinced that they not only can but will achieve them.
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Good leaders make people feel that they're at the very heart of things, not at the periphery.
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Organizations should try to find out if their learning programs actually work.
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Great groups give the lie to the remarkably persistent but incorrect notion that successful organizations are the lengthened shadow of a great woman or man. However, each great group has a strong leader. In fact, great groups and great leaders create each other.
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Those who take risks walk the high wire with no fear of falling.
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Think of successful creative collaborations are dreams with deadlines.
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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.
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Successful leaders are great askers
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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
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Think of a crucible as an occasion for real magic, the creation of something more valuable than an alchemist could possibly imagine. In it, the individual is transformed, changed, created anew. He or she grows in ways that change his or her definition of self.
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Leaders must encourage their organizations to dance to forms of music yet to be heard.
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Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.
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