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, something that made them feel that desperate sense of hitting bottom--as something they thought was almost a necessity. It's as if at that moment the iron entered their soul; that moment created the resilience that leaders need. |
The manager accepts the status quo; the leader challenges it. |
The manager asks how and when; the leader asks what and why. |
The manager has a short-range view; the leader has a long-range perspective. |
The manager has his eye on the bottom line; the leader has his eye on the horizon. |
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. |
There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish. |
There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish. |
There is a profound difference between information and meaning. |
Trust is the lubrication that makes it possible for organizations to work. |
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. Followers who tell the truth and leaders who listen to it are an unbeatable combination. |
You need people who can walk their companies into the future rather than back them into the future. |