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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.

Warren G. Bennis

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Warren G. Bennis
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To be authentic is literally to be your own author... to discover your own native energies and desires, and then to find your own way of acting on them.
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Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.
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We have more information now than we can use, and less knowledge and understanding than we need. Indeed, we seem to collect information because we have the ability to do so, but we are so busy collecting it that we haven't devised a means of using it. The true measure of any society is not what it knows but what it does with what it knows.
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I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it it's more like jazz. There is more improvisation.
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The capacity for uncontaminated wonder, ultimately, is what distinguishes the successful from the ordinary, the happily engaged players of whatever era from the chronically disappointed and malcontent. Therein lies a lesson for geeks, geezers, and the sea of people who fall in between.
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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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Trust is the emotional glue that binds followers and leaders together.
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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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Make sure you have someone in your life from whom you can get reflective feedback.
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The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change.
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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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The manager does things right the leader does the right thing.
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I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.
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The manager asks how and when the leader asks what and why.
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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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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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Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.
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A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.
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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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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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