Leaders keep their eyes on the horizon, not just on the bottom line.
WARREN G. BENNISLeaders are people who believe so passionately that they can seduce other people into sharing their dream.
More Warren G. Bennis Quotes
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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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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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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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First and foremost, effective leaders must continuously strive to make themselves smarter and better at making judgments.
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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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It is the capacity to develop and improve their skills that distinguishes leaders from followers.
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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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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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The most dangerous leadership myth is that leaders are born.
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Ineffective leaders often act on the advice and counsel of the last person they talked to.
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Think of successful creative collaborations are dreams with deadlines.
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Organizations should try to find out if their learning programs actually work.
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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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Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.
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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.
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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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There is a profound difference between information and meaning.
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Encourage reflective backtalk: Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
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Servant leadership teaches us that you have to lay your cards on the table.
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Those who take risks walk the high wire with no fear of falling.
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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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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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The most dangerous leadership myth is that leaders are born – that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.
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At the time, Sculley was destined to be the head of Pepsico. The clincher came when Jobs asked him, “How many more years of your life do you want to spend making colored water when you can have an opportunity to come here and change the world?”
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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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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