You need people who can walk their companies into the future rather than back them into the future.
WARREN G. BENNISVision animates, inspires, transforms purpose into action.
More Warren G. Bennis Quotes
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The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure something that happened to them that was personally difficult, even traumatic.
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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 re-enter the workplace filled with new enthusiasm and new ideas often find a chilly response on the part of their supervisors.
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Coaching will become the model for leaders in the future… I am certain that leadership can be learned and that terrific coaches… facilitate learning.
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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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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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Leaders learn by leading, and they learn bestby leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
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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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Think of successful creative collaborations are dreams with deadlines.
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Around the world, the generals are being ousted, and the poets are taking charge.
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First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
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One of the worst mistakes is to do nothing.
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Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.
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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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Organizations should try to find out if their learning programs actually work.
WARREN G. BENNIS