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Leaders must earn the trust of their teams, their organizations, and their stakeholders before attempting to engage their support.

Warren G. Bennis

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Warren G. Bennis
Leader
Teams
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Organizations
Must
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Earn
Leaders
Organization
Stakeholders
Trust
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Encourage reflective backtalk: Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
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Good leaders make people feel that they're at the very heart of things, not at the periphery.
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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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Innovation- any new idea-by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.
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Great groups deliver great results. And for everyone involved in a great group, great work is its own reward.
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Trust is the lubrication that makes it possible for organizations to work.
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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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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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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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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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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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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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The organizations of the future will increasingly depend on the creativity of their members to survive. Great Groups offer a new model in which the leader is an equal among Titans. In a truly creative collaboration, work is pleasure, and the only rules and procedures are those that advance the common cause.
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Leadership is like beauty - it's hard to define but you know it when you see it.
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In great groups, the right people always have the right job.
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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 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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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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Neotony is a metaphor for the quality of life - the gift - that keeps the fortunate of whatever age focused on all the marvelous undiscovered things to come.
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