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Business people are not just managers; they are also human. They have emotions, and a lot of the emotions are tied up in the identity and well-being of their business.
|
123 |
 |
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 |
 |
If senior managers and know-how managers share a common view of the industry, the likelihood of their acknowledging changes in the environment and responding in an appropriate fashion will greatly increase.
|
135 |
 |
…the transformation implicit in surviving a strategic inflection point involves changing members of management one way or another.
|
143 |
 |
What used to be referred to as ‘managing by walking around’ has to a large extent been supplanted by letting your fingers do the walking on the keyboard.
|
156 |
 |
If the actions are dynamic, if top management is able to alternately let chaos reign and then rein in chaos, such a dialectic can be very productive.
|
160 |
 |
Unfortunately, people who rely on their title, position, or power to influence others do not lead, manage maybe, but lead NO.
|
020 |
 |
…70% of managers fail to become leaders; they fondly call themselves leaders, but their actions and behavior say something totally different.
|
024 |
 |
…finding people with leadership potential is much more complicated than finding people who are good managers… – John Kotter
|
025 |
 |
When you are responsible for managing and leading people, you have an opportunity to make propound impact on your team, but it’s up to you as the leader to recognize that your team is the organization’s most valuable resource.
|
025 |
