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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.

Warren G. Bennis

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Warren G. Bennis
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Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.
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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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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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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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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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In life, change is inevitable. In business, change is vital.
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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.
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You need people who can walk their companies into the future rather than back them into the future.
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The most dangerous leadership myth is that leaders are born - that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense in fact, the opposite is true. Leaders are made rather than born.
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The failure to find the right niche for people - or to let them find their own perfect niches - is a major reason that so many workplaces are mediocre, even toxic, in spite of the presence of talent. Leaders of great groups give them whatever they need and free them from everything else.
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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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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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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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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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Vision animates, inspires, transforms purpose into action.
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Leaders must encourage their organizations to dance to forms of music yet to be heard.
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I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.
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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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People who know what they want and why they want it, and have the skills to communicate that to others in a way that gains support
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