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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.

Warren G. Bennis

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Warren G. Bennis
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People vary enormously in how they learn. Some learn through their eyes - by reading but also by responding to all kinds of visual information. Others learn mostly through their ears or touch or other senses.
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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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First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
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Understand the Pygmalion Effect: Leaders should always expect the very best of those around them. They know that people can change and grow.
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Trust resides squarely between faith and doubt.
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The future has no shelf life
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The learning person looks forward to failure or mistakes. The worst problem in leadership is basically early success.
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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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A leader is someone whose actions have the most profound consequences on other people's lives, for better or worse, sometime forever and ever.
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Ineffective leaders often act on the advice and counsel of the last person they talked to.
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Failing organizations are usually over-managed and under-led.
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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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The manager does things right the leader does the right thing.
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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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The first job of a leader is to define a vision for the organization...the capacity to translate vision into reality.
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Charisma is the result of effective leadership, not the other way around.
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Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.
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