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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?

Warren G. Bennis

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Warren G. Bennis
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Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
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Recognize the skills and traits you don't possess, and hire the people who have them.
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That is the key challenge facing management today change is the only constant.
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The manager has his eye on the bottom line the leader has his eye on the horizon.
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People who know what they want and why they want it, and have the skills to communicate that to others in a way that gains support
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Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure but embrace errors, knowing they will learn from them.
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Some of the strongest resistance to necessary change is the result of what Jim O'Toole has so aptly characterized as the ideology of comfort and the tyranny of custom.
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All of great leaders evidence four basic qualities that are central to their ability to lead: adaptive capacity, the ability to engage others through shared meaning, a distinctive voice, and unshakeable integrity. These four qualities mark all exemplary leaders, whatever their age, gender, ethnicity, or race.
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The organizations of the future will increasingly depend on the creativity of their members to survive. Great Groups offer a new model in which the leader is an equal among Titans. In a truly creative collaboration, work is pleasure, and the only rules and procedures are those that advance the common cause.
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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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Organizations should try to find out if their learning programs actually work.
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Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.
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No leader can create sustainable, significant change without a reservoir of good will. Without that, you always tend to compromise with failure.
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Almost without exception, members of great groups see themselves as winning underdogs, as a feisty David hurling fresh ideas at a big, backward-looking Goliath. They always have an enemy.
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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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