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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
Trust
Stakeholder
Leader
Teams
Team
Attempting
Support
Organizations
Must
Engage
Earn
Leaders
Organization
Stakeholders

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All great leaders constantly seek new information and new ways of thinking.
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The manager accepts the status quo the leader challenges it.
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Possess the Nobel Factor: Possess and constantly demonstrate optimism, faith, and hope. They create choices. I am reminded of an ancient Chinese proverb: That the birds of worry and care fly above your head, this you cannot change but that they build nests in your hair, this you can prevent.
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There is a profound difference between information and meaning.
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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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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 ability to plan for what has not yet happened, for a future that has only been imagined, is one of the hallmarks of leadership.
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Think of successful creative collaborations are dreams with deadlines.
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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.
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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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Power is the basic energy needed to initiate and sustain action or, to put it another way, the capacity to translate intention into reality and sustain it. Leadership is the wise use of this power: Transformative leadership.
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Vision animates, inspires, transforms purpose into action.
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I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.
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Government is like an onion. To understand it, you have to peel through many different layers. Most outsiders never get beyond the first or second layer.
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All claims deserve consideration but some claims are more important than others.
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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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A passion for continual learning, a refined, discerning ear for the moral and ethical consequences of their actions, and an understanding of the purposes of work and human organisations
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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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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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