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If I had to reduce the responsibilities of a good follower to a single rule, it would be to speak truth to power.

Warren G. Bennis

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Warren G. Bennis
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More quotes by Warren G. Bennis

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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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If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.
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Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.
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In great groups, the right people always have the right job.
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A passion for continual learning, a refined, discerning ear for the moral and ethical consequences of their actions, and an understanding of the purposes of work and human organisations
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Trust is the emotional glue that binds followers and leaders together.
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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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Think of successful creative collaborations are dreams with deadlines.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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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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Excellence is a better teacher than mediocrity.
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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
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All claims deserve consideration but some claims are more important than others.
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In life, change is inevitable. In business, change is vital.
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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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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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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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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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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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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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