 |
The replacement of corporate heads if far more motivated by the need to bring in someone who is not invested in the past than to get somebody who is a better manager or a better leader in other ways.
|
127 |
 |
…it takes a lot of conviction and trusting your gut to get ahead of your peers, your staff and your employees while they are still squabbling about which path to take, and set an unhesitating, unequivocal course whose rightness or wrongness will not be known for years.
|
142 |
 |
…it is very hard to lead an organization out of the valley of death without a clear and simple strategic direction.
|
151 |
 |
…you need to have a strong leader setting a direction. And it doesn’t even have to be the best direction – just a strong, clear one.
|
152 |
 |
…to lead your organization out of the resulting ambiguity [of a strategic inflection point] and to energize your staff toward a new direction, you must rein in chaos.
|
153 |
 |
Everyone can be a leader, but many people don’t want to do the work required to become leaders.
|
019 |
 |
…it takes work to coach, mentor, motivate, and inspire people to produce their very best work. It has nothing to do with using force or manipulation.
|
019 |
 |
Unfortunately, people who rely on their title, position, or power to influence others do not lead, manage maybe, but lead NO.
|
020 |
 |
Leadership has nothing to do with your title, and the people who rely on their title to prove their worth frequently neglect many of the human aspects of the people in their organization.
|
020 |
 |
It’s incredible how many people believe that people will automatically respect and listen to them once they obtain a certain title or level of leadership.
|
020 |
