First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
WARREN G. BENNISThe 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
More Warren G. Bennis Quotes
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The American Heritage Dictionary defines crucible as “a place, time, or situation characterized by the confluence of powerful intellectual, social, economic, or political forces; a severe test of patience or belief; a vessel for melting material at high temperatures.”
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Failing organizations are usually over-managed and under-led.
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Leaders are people who do the right thing; managers are people who do things right.
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Leaders must encourage their organizations to dance to forms of music yet to be heard.
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Understand the “Gretzky Factor”: Cultivate an instinct, a “touch”, call it what you will, that enables you to know both where the “puck” is now and where it will be soon.
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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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If you’re the leader, you’ve got to give up your omniscient and omnipotent fantasies – that you know and must do everything. Learn how to abandon your ego to the talents of others.
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Leaders are people who believe so passionately that they can seduce other people into sharing their dream.
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This is more than just having a vision. You can see the difference in the often-cited way in which Steve Jobs brought in John Sculley to take over Apple.
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Listening to the inner voice – trusting the inner voice – is one of the most important lessons of leadership.
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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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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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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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The manager asks how and when; the leader asks what and why.
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What makes a good follower? The single most important characteristic may well be a willingness to tell the truth. In a world of growing complexity leaders are increasingly dependent on their subordinates for good information, whether the leaders want to hear it or not.
WARREN G. BENNIS