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On Becoming a Leader:
Ideas, of course, are a leader’s strong suit – the way the leader draws forth vision from chaos.
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186 |
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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.
|
186 |
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On Becoming a Leader:
The leaders of the future will be those who take the next step – to change the culture.
|
186 |
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On Becoming a Leader:
Chaos is all around us now, the but the leader knows that chaos is the beginning, not the end. Chaos is the source of energy and momentum.
|
187 |
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On Becoming a Leader:
For the leader, the responsibility is to transform the vision into reality. In doing so, leaders transform their dominions…
|
190 |
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On Becoming a Leader:
Leaders need people around them who have contrary views, who are devil’s advocates, ‘variance sensors’ who can tell them the difference between what is expected and what is really going on.
|
190 |
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On Becoming a Leader:
Optimism and hope provide choices. The opposite of hope is despair, and when we despair, it is because we feel there are no choices.
|
192 |
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On Becoming a Leader:
Leaders expect the best of the people around them. Leaders know that the people around them change and grow. If you expect great things, your associates will give them to you.
|
194 |
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On Becoming a Leader:
Leaders have that sense of where the culture is going to be, where the organization must be if it is to grow. If the don’t have it as they start, they do when they arrive.
|
194 |
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On Becoming a Leader:
[Leaders] know that they must balance the competing claims of all the groups with a stake in the corporation.
|
195 |
