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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
Must
Engage
Earn
Leaders
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Trust
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Teams
Team
Attempting
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Organizations

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A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.
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People vary enormously in how they learn. Some learn through their eyes - by reading but also by responding to all kinds of visual information. Others learn mostly through their ears or touch or other senses.
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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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If I were to give off-the-cuff advice to anyone trying to institute change, I would say, How clear is the metaphor?
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To become a leader, then, you must become yourself, become the maker of your own life
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Vision animates, inspires, transforms purpose into action.
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Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.
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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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Just as no great painting has ever been created by a committee, no great vision has ever emerged from the herd.
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The manager administers the leader innovates. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his eye on the bottom line the leader has his eye on the horizon. The manager accepts the status quo the leader challenges it.
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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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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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No leader can create sustainable, significant change without a reservoir of good will. Without that, you always tend to compromise with failure.
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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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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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Manage the dream: Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.
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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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The leader...is rarely the brightest person in the group. Rather they have extraordinary taste, which makes them more curators than creators. They are appreciators of talent and nurturers of talent and they have the ability to recognize valuable ideas.
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I wanted the influence. In the end I wasn't very good at being a president. I looked out of the window and thought that the man cutting the lawn actually seemed to have more control over what he was doing.
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Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.
Warren G. Bennis