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The most dangerous leadership myth is that leaders are born.

Warren G. Bennis

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Warren G. Bennis
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While great leaders may be as rare as great runners, great actors, or great painters, everyone has leadership potential, just as everyone has some ability at running, acting, and painting.
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That is the key challenge facing management today change is the only constant.
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Recognize the skills and traits you don't possess, and hire the people who have them.
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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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Companies which get misled by their own success are sure to be blind sided.
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Think of successful creative collaborations are dreams with deadlines.
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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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Great things are achieved by talented people who are absolutely convinced that they not only can but will achieve them.
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Excellence is a better teacher than mediocrity.
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Make sure you have someone in your life from whom you can get reflective feedback.
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See the long view: By all means plant the corn, milk the cows, and feed the horses but always keep the eventual harvest in mind.
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Manage the dream: Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.
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Good leaders make people feel that they're at the very heart of things, not at the periphery.
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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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Perhaps the central task of the leader of leaders thus becomes the development of other leaders.
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This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.
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To become a leader, then, you must become yourself, become the maker of your own life
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I wanted the influence. In the end I wasn't very good at being a president. I looked out of the window and thought that the man cutting the lawn actually seemed to have more control over what he was doing.
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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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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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