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Trust is difficult to define, but we know when it's present and when it's not.

Warren G. Bennis

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Warren G. Bennis
Define
Trust
Present
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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
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The manager has a short-range view the leader has a long-range perspective.
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The most dangerous leadership myth is that leaders are born.
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Companies which get misled by their own success are sure to be blind sided.
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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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Leaders are people who do the right thing managers are people who do things right.
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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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Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.
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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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Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.
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Recognize the skills and traits you don't possess, and hire the people who have them.
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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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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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Listening to the inner voice - trusting the inner voice - is one of the most important lessons of leadership.
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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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Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.
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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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That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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Think of a crucible as an occasion for real magic, the creation of something more valuable than an alchemist could possibly imagine. In it, the individual is transformed, changed, created anew. He or she grows in ways that change his or her definition of self.
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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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