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. Failing organizations are usually over-managed and under-led.
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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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Leaders learn by leading, and they learn best by leading in the face of obstacles. As weather shapes mountains, problems shape leaders.
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Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.
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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, 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.
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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, 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.
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No leader sets out to become a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders. So the point is not to become a leader. The point is to become yourself, to use yourself completely—all your skills, gifts, and energies—in order to make your vision manifest. You must withhold nothing. You must, in sum, become the person you started out to be and enjoy the process of becoming.
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Emotional intelligence, more than any other factor, more than I.Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.
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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. Followers who tell the truth and leaders who listen to it are an unbeatable combination.
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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
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There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.
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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 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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The factory of the future will have two employees a man and a dog. The man's job will be to feed the dog. The dog's job will be to prevent the man from touching any of the automated equipment.
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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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Leadership is the wise use of power. Power is the capacity to translate intention into reality and sustain it.
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Leaders keep their eyes on the horizon, not just on the bottom line.
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Trust is the lubrication that makes it possible for organizations to work.
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Great things are accomplished by talented people who believe they will accomplish them.
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Leaders must encourage their organizations to dance to forms of music yet to be heard.
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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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Leadership is the capacity to translate vision into reality.
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You need people who can walk their companies into the future rather than back them into the future.
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Managers are people who do things right; leaders are people who do the right thing.
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