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You need people who can walk their companies into the future rather than back them into the future.

Warren G. Bennis

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Warren G. Bennis
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All claims deserve consideration but some claims are more important than others.
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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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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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Neotony is a metaphor for the quality of life - the gift - that keeps the fortunate of whatever age focused on all the marvelous undiscovered things to come.
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More leaders have been made by accident, circumstance, sheer grit, or will than have been made by all the leadership courses put together.
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In great groups, the right people always have the right job.
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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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Excellence is a better teacher than mediocrity. The lessons of the ordinary are everywhere. Truly profound and original insights are to be found only in studying the exemplary.
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The manager has a short-range view the leader has a long-range perspective.
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The future has no shelf life
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The basis of leadership is the capacity of the leader to change the mindset, the framework of the other person.
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Leaders are people who do the right thing managers are people who do things right.
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Around the world, the generals are being ousted, and the poets are taking charge.
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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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The manager has his eye on the bottom line the leader has his eye on the horizon.
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Great things are accomplished by talented people who believe they will accomplish them.
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Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
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I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.
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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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