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In too many organizations, leaders look for guarantees that the results will be favorable before testing or investing in something new.
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219 |
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…developing future leaders earlier than other companies creates a competitive advantage that lasts for decades, as… pipelines of high achievers become bigger, better, and more reliable.
|
133 |
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The command and control model of leadership just won’t work 99 percent of the time. -A.G. Laffey
|
134 |
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Though executives at the best companies talk about their leadership development programs, they generally realize the term isn’t quite right. Developing leaders isn’t a program – it’s a way of living.
|
135 |
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Leaders exhort the troops to be innovative, but no one understands clearly what that means.
|
164 |
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…the gap between good and great turns out to be huge. Leaders can’t ignore it.
|
10 |
 |
…it’s customary to draw up a list of all the desired traits that a winning candidate should have… these specifications sometimes become so long and lofty that they verge on absurdity.
|
61 |
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In the corporate world, plenty of people have tried to stretch in some direction that hasn’t worked out. Some of those setbacks turn out to be hidden strengths, rather than shortcomings.
|
69 |
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If events don’t play out as planned, talent that shouts can turn impatient, selfish, or frustrated. After too many such failures, some leaders retreat. They would rather surround themselves with amiable plodders…
|
185 |
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Great talent is no substitute for the right talent. Glistening résumés have been caught up in some of the bitterest leadership failures.
|
187 |
