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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
Team
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Organizations
Must
Engage
Earn
Leaders
Organization
Stakeholders
Trust
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Trust is difficult to define, but we know when it's present and when it's not.
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Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
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Failing organizations are usually over-managed and under-led.
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This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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Think of a crucible as an occasion for real magic, the creation of something more valuable than an alchemist could possibly imagine. In it, the individual is transformed, changed, created anew. He or she grows in ways that change his or her definition of self.
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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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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.
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Trust resides squarely between faith and doubt.
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The leader has a clear idea of what he wants to do professionally and personally, and the strength to persist in the face of setbacks, even failures
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Servant leadership teaches us that you have to lay your cards on the table.
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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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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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Great leaders love talent and know where to find it. They surround themselves with talented people who can work effectively together.
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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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Great groups give the lie to the remarkably persistent but incorrect notion that successful organizations are the lengthened shadow of a great woman or man. However, each great group has a strong leader. In fact, great groups and great leaders create each other.
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Some of the strongest resistance to necessary change is the result of what Jim O'Toole has so aptly characterized as the ideology of comfort and the tyranny of custom.
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Almost without exception, members of great groups see themselves as winning underdogs, as a feisty David hurling fresh ideas at a big, backward-looking Goliath. They always have an enemy.
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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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