Leaders are people who do the right thing; managers are people who do things right.
Success in management requires learning as fast as the world is changing.
Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.
Leaders keep their eyes on the horizon, not just on the bottom line.
The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.
Learning in a face-to-face human community, as humans have evolved to do over hundreds of thousands of years, may always be the ideal - especially in an endeavor that is as relationship-driven as business.
Trust is the lubrication that makes it possible for organizations to work.
The manager asks how and when; the leader asks what and why.
Excellence is a better teacher than mediocrity. The lessons of the ordinary are everywhere. Truly profound and original insights are to be found only in studying the exemplary.
Leaders must encourage their organizations to dance to forms of music yet to be heard.
The manager has his eye on the bottom line; the leader has his eye on the horizon.
There is a profound difference between information and meaning.
Create a compelling vision, one that takes people to a new place, and then translate that vision into a reality.
Good leaders make people feel that they're at the very heart of things, not at the periphery.
There are two ways of being creative. One can sing and dance. Or one can create an environment in which singers and dancers flourish.
Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.
Great things are accomplished by talented people who believe they will accomplish them.
People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.
Find the appropriate balance of competing claims by various groups of stakeholders. All claims deserve consideration but some claims are more important than others.
Leaders know the importance of having someone in their lives who will unfailingly and fearlessly tell them the truth.
