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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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Ineffective leaders often act on the advice and counsel of the last person they talked to.
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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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That is the key challenge facing management today change is the only constant.
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Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.
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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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If great teams don't have an enemy, they create one for themselves because, as former Coca-Cola CEO Roberto Goizueta pointed out, you can't have a war without one.
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Great things are accomplished by talented people who believe they will accomplish them.
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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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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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Great Groups need to know that the person at the top will fight like a tiger for them.
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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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Great groups give the lie to the remarkably persistent but incorrect notion that successful organizations are the lengthened shadow of a great woman or man. However, each great group has a strong leader. In fact, great groups and great leaders create each other.
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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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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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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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Think of successful creative collaborations are dreams with deadlines.
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Create strategic alliances and partnerships: Now and in years to come, shrewd leaders will create allegiances with other organizations whose fates are correlated with their own.
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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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One of the qualities that all the leaders have is a voracious appetite to learn whatever they do not as yet know and understand, coupled with an openness to new experiences.
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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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