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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.

Warren G. Bennis

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Warren G. Bennis
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Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.
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Trust resides squarely between faith and doubt.
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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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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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You need people who can walk their companies into the future rather than back them into the future.
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Encourage dissent: Leaders should have associates who have contrary views, who are devil's advocates, variance sensors who can tell them the difference between what is expected and what is really happening, between what they want to hear and what they need to hear. There are too many naked emperors running around today.
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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 manager administers the leader innovates.
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If knowing yourself and being yourself were as easy to do as to talk about, there wouldn't be nearly so many people walking around in borrowed postures, spouting secondhand ideas, trying desperately to fit in rather than to stand out.
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Charisma is the result of effective leadership, not the other way around.
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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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