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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
Support
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In great groups, the right people always have the right job.
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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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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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There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.
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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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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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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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Trust resides squarely between faith and doubt.
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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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Successful leadership is not about being tough or soft, sensitive or assertive, but about a set of attributes. First and foremost is character
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Those who take risks walk the high wire with no fear of falling.
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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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Don't over-react to the trouble makers.
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Trust is the lubrication that makes it possible for organizations to work.
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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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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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To become a leader, then, you must become yourself, become the maker of your own life
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The manager has his eye on the bottom line the leader has his eye on the horizon.
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Excellence is a better teacher than mediocrity. The lessons of the ordinary are everywhere. Truly profound and original insights are to be found only in studying the exemplary.
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