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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

Warren G. Bennis

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Warren G. Bennis
Clear
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There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.
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Trust is the lubrication that makes it possible for organizations to work.
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Successful leadership is not about being tough or soft, sensitive or assertive, but about a set of attributes. First and foremost is character
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If I were to give off-the-cuff advice to anyone trying to institute change, I would say, How clear is the metaphor?
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Innovation- any new idea-by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.
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Judgment without character is expediency... or worse.
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The most dangerous leadership myth is that leaders are born - that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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Servant leadership teaches us that you have to lay your cards on the table.
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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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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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That is the key challenge facing management today change is the only constant.
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People in great groups have blinders on. Their work is all they see. They value failures as learning opportunities. They are optimistic, not realistic, as they proceed from one challenge and crisis to the next.
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Those who take risks walk the high wire with no fear of falling.
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The learning person looks forward to failure or mistakes. The worst problem in leadership is basically early success.
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There is a profound difference between information and meaning.
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Government is like an onion. To understand it, you have to peel through many different layers. Most outsiders never get beyond the first or second layer.
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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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All great leaders constantly seek new information and new ways of thinking.
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Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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