 |
…you can only outrun [your competition] if you commit yourself to a particular direction and go as fast as you can.
|
151 |
 |
If you’re wrong, you will die. But most companies don’t die because they are wrong: most die because they don’t commit themselves.
|
152 |
 |
…speak and answer questions as often as possible; while it may seem like you’re repeating yourself, in reality you will be reinforcing a strategic message.
|
155 |
 |
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 |
 |
…[staff], they themselves, every one of them, needs to change to be more in tune with the mandates of the new environment.
|
157 |
 |
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 |
