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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.

Warren G. Bennis

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Warren G. Bennis
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Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.
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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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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.
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Leaders do not avoid, repress, or deny conflict, but rather see it as an opportunity
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The manager administers the leader innovates.
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All great leaders constantly seek new information and new ways of thinking.
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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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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
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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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The learning person looks forward to failure or mistakes. The worst problem in leadership is basically early success.
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Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.
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Expect the best from your people and they will usually deliver but your expectations must be realistic.
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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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To become a leader, then, you must become yourself, become the maker of your own life
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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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Leadership is the capacity to translate vision into reality.
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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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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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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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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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