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On Becoming a Leader:
To succeed in this volatile environment, leaders must be creative and concerned, yet neither creativity nor concern is high on the agenda of many corporations…
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177 |
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On Becoming a Leader:
True leaders must be global strategists, innovators, masters of technology, all of which require new knowledge and understanding, which far too few companies supply, or even encourage.
|
177 |
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On Becoming a Leader:
To date, organizations have done far more to stifle leadership than to encourage it.
|
178 |
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On Becoming a Leader:
As organizations transform themselves, they will transform the world.
|
178 |
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On Becoming a Leader:
…the organization must offer its employees the kinds of experiences that will enable them to learn and, finally, to lead.
|
179 |
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On Becoming a Leader:
Leaders are not made by corporate courses, any more than they are made by their college courses, but by experience.
|
179 |
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On Becoming a Leader:
The higher the stakes, the more opportunities there are for learning – and, of course, the more opportunities there are for failures and mistakes.
|
182 |
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On Becoming a Leader:
…if you don’t make mistakes, you aren’t trying hard enough. But as mistakes are necessary, so is a healthy organizational attitude toward them.
|
182 |
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On Becoming a Leader:
All organizations, especially those that are growing, walk a tightrope between stability and change, tradition and revision.
|
182 |
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On Becoming a Leader:
To master the competitive environment, the leader must first understand the challenges of the twenty-first century.
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186 |
