leadership

A Quote by Warren Bennis on groups and leadership

How would you describe the leaders of great groups?
He or she is a pragmatic dreamer, a person with an original but attainable vision. Ironically, the leader is able to realise his or her dream only if others are free to do exceptional work. Typically, the leader is the one who recruits the others, by making the vision so palpable and seductive that they see it, too, and eagerly sign up. Inevitably, the leader has to invent a leadership style that suits the group. The standard models, especially command and control, simply don't work. The heads of groups have to act decisively, but never arbitrarily. They have to make decisions without limiting the perceived autonomy of the other participants. Devising and maintaining an atmosphere in which others can put a dent in the universe is the leader's creative act.

Warren Bennis

Source: INTERVIEW WITH WARREN BENNIS: http://www.managementskills.co.uk/articles/ap98-bennis.htm

Contributed by: ~C4Chaos

A Quote by Warren Bennis on leaders, groups, and leadership

Without a terrific leader, you're not going to have a Great Group. But it is also true that you're not going to have a great leader without a Great Group.

Warren Bennis

Source: An Interview with Warren Bennis: http://www.strategy-business.com/press/16635507/18276

Contributed by: ~C4Chaos

A Quote by Warren Bennis on groups, leadership, vision, organizations, and meaning

Great Groups are vivid Utopias. They are a picture of the way organizations ought to look -- sort of like a set of aspirations and a graphic illustration of what's possible. So how do we, in our mundane, quotidian organizations, create these things? I think there are a number of factors that we can look at.

Perhaps the key factor, and it's almost a banal thing to say, is finding a meaning in what you do. That is, how do you make people feel that what they're doing is somewhat equivalent to a search for the Holy Grail?

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. 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?"

Warren Bennis

Source: An Interview with Warren Bennis: http://www.strategy-business.com/press/16635507/18276

Contributed by: ~C4Chaos

A Quote by Warren Bennis on leadership, openness, and transparency

I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on -- to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.

Warren Bennis

Source: An Interview with Warren Bennis: http://www.strategy-business.com/press/16635507/18276

Contributed by: ~C4Chaos

A Quote by Bill Drayton on entrepreneurs, entrepreneurship, management, leadership, and focus

How could any entrepreneur, confronted by such amazing opportunities to help transform the world and to do so with such extraordinary colleagues, be tempted to lose focus? Especially since the work involves such breadth that the boredom of routine or specialization does not exist.

Bill Drayton

Source: America's Best Leaders: Q&A with Bill Drayton, founder of Ashoka: http://www.usnews.com/usnews/news/articles/051022/22drayton.htm

Contributed by: ~C4Chaos

A Quote by Bill Drayton on entrepreneurs, entrepreneurship, management, and leadership

The worst mistake I have made was to compromise on these core principles. For example, toward the end of our first period of very rapid growth (45 percent a year for five years), we hired several wonderful, spirited managers. However, they were not entrepreneurs; and they never could, partly in consequence, intuitively "get" our vision, our core stakeholders, or our culture. They set to work managing, which ended in failure, uncomprehending frustration, and culture division. Good entrepreneurs can manage, but no one but an entrepreneur can entrepreneur, let alone help build and lead the world's community of leading social entrepreneurs and their top business entrepreneur allies.

Bill Drayton

Source: America's Best Leaders: Q&A with Bill Drayton, founder of Ashoka: http://www.usnews.com/usnews/news/articles/051022/22drayton.htm

Contributed by: ~C4Chaos

A Quote by Thomas J. "Tom" Peters on leaders and leadership

Leaders' careers will usually be determined by their handling of one or two critical events that no one could possibly anticipate or plan for.

Tom Peters (1942 -)

Source: A Personal Top Ten Tom Quotes from London: http://www.tompeters.com/entries.php?rss=1&note=http://www.tompeters.com/blogs/main/010363.php

Contributed by: ~C4Chaos

A Quote by Richard Branson on people, manager, and leadership

The number one thing that matters, especially if you’re going to be manager at Virgin, is how good you are with people. If you’re — if you’re good with people and you’ve got — you know, and you really care, genuinely care about people then I’m sure we could find a job for you at Virgin. I think, you know, that, you know, that the companies that look after their people are the companies that do really well. I’m sure we’d like a few other attributes, but that would be the most important one.

Richard Branson

Source: Transcript of Jane Pauley’s Interview with Sir Richard Branson: http://www.business-opportunities.biz/2005/10/19/transcript-of-jane-pauleys-interview-with-sir-richard-branson/

Contributed by: ~C4Chaos

A Quote by Steve Case on business, community, commerce, content, context, connectivity, perseverance, perspective, people, management, and leadership

When I was trying to popularize the concept of the Internet -- ten or 15 years ago -- I came up with this concept of "the 5 Cs." Services needed to have content, context, community, commerce, and connectivity. After that, when I was trying to think of what the key management principles were to build into the culture, I started talking about the Ps. The P's were things like passion, perseverance, perspective and people. I think the people aspect is really the most important one.

Steve Case

Source: Academy of Achievement: Steve Case Interview: http://www.achievement.org/autodoc/page/cas1int-1

Contributed by: ~C4Chaos

A Quote by Ken Hendricks on business, customers, people, entrepreneurship, and leadership

If you were charged with fixing the U.S. auto industry, how would you do it?

The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.

Ken Hendricks

Source: Inc: 10 questions for Ken Hendricks: http://www.inc.com/magazine/20061201/entrepreneur-questions.html

Contributed by: ~C4Chaos

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