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Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.

Warren G. Bennis

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Warren G. Bennis
Leaders
Duty
Leader
Growing
Ranks
Obligation

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Around the world, the generals are being ousted, and the poets are taking charge.
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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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Expect the best from your people and they will usually deliver but your expectations must be realistic.
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Those who take risks walk the high wire with no fear of falling.
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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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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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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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Great things are achieved by talented people who are absolutely convinced that they not only can but will achieve them.
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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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Recognize the skills and traits you don't possess, and hire the people who have them.
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Leaders should always expect the very best of those around them. They know that people can change and grow.
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Embrace error: Create an atmosphere in which prudent risk taking is strongly encouraged.
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The manager does things right the leader does the right thing.
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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 asks how and when the leader asks what and why.
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Walt Disney, of all people, did a good job of describing his own netony. People who have worked with me say I am 'innocence in action,' he wrote. They say I have the innocence and unselfconsciousness of a child. Maybe I have. I still look at the world with uncontaminated wonder.
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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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The manager has a short-range view the leader has a long-range perspective.
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Failing organizations are usually over-managed and under-led.
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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.
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