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Those who take risks walk the high wire with no fear of falling.

Warren G. Bennis

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Warren G. Bennis
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The most dangerous leadership myth is that leaders are born.
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Vision animates, inspires, transforms purpose into action.
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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
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Around the world, the generals are being ousted, and the poets are taking charge.
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Just as no great painting has ever been created by a committee, no great vision has ever emerged from the herd.
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The manager does things right the leader does the right thing.
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The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.
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Success in management requires learning as fast as the world is changing.
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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.
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Every great group is an island... but an island with a bridge to the mainland.
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If you're the leader, you've got to give up your omniscient and omnipotent fantasies - that you know and must do everything. Learn how to abandon your ego to the talents of others.
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In great groups, the right people always have the right job.
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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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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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Leaders should always expect the very best of those around them. They know that people can change and grow.
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You are your own raw material. When you know what you consist of and what you want to make of it, then you can invent yourself.
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Don't over-react to the trouble makers.
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Servant leadership teaches us that you have to lay your cards on the table.
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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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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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