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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.

Warren G. Bennis

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Warren G. Bennis
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Great leaders love talent and know where to find it. They surround themselves with talented people who can work effectively together.
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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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Servant leadership teaches us that you have to lay your cards on the table.
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That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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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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A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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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.
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In order to serve its purpose, a vision has to be a shared vision.
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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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Make sure you have someone in your life from whom you can get reflective feedback.
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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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The manager administers the leader innovates. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his eye on the bottom line the leader has his eye on the horizon. The manager accepts the status quo the leader challenges it.
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The manager accepts the status quo the leader challenges it.
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Think of successful creative collaborations are dreams with deadlines.
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Leaders are people who do the right thing managers are people who do things right.
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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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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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Without character, there is no credibility and without credibility, there is no trust.
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A leader is someone whose actions have the most profound consequences on other people's lives, for better or worse, sometime forever and ever.
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