 |
In corporate settings, most leadership development programs stretch participants a bit, but not too much. Dropout rates are low, by design.
|
192 |
 |
The hard-nosed leadership program pinpoints candidates with the talent, skill – and adaptability – to make the jump.
|
194 |
 |
Bosses need to be clear thinkers, decisive actors, powerful builders of teams, and morally sound leaders.
|
223 |
 |
…exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other.
|
9 |
 |
Truly human leadership protects an organization from the internal rivalries that can shatter a culture.
|
16 |
 |
Leaders of organizations who create a working environment better suited for how we are designed do not sacrifice excellence or performance simply because they put people first. Quite the contrary.
|
20 |
 |
…too many leaders of companies prefer to obey the scientist instead of a higher moral authority.
|
131 |
 |
…when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems, and see to it that that leader’s vision comes to life the right way…
|
134 |
 |
When a leader is able to personally know everyone in the group, the responsibility for their care becomes personal. The leader starts to see those for whom they are responsible as if they were their own family.
|
144 |
 |
What produces loyalty… is the feeling that leaders of the company would be willing, when it matters, to sacrifice their time and energy to help us.
|
150 |
