Leadership is the capacity to translate vision into reality.

— Warren G. Bennis

The most terrific Warren G. Bennis quotes that will be huge advantage for your personal development

Failing organizations are usually over-managed and under-led.

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The most dangerous leadership myth is that leaders are born.

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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.

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Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.

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You are your own raw material. When you know what you consist of and what you want to make of it, then you can invent yourself.

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Good leaders make people feel that they're at the very heart of things, not at the periphery.

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Leaders learn by leading, and they learn bestby leading in the face of obstacles. As weather shapes mountains, problems shape leaders.

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Emotional intelligence, more than any other factor, more than I.

Q. or expertise, accounts for 85% to 90% of success at work... I.Q. is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.

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Leaders must earn the trust of their teams, their organizations, and their stakeholders before attempting to engage their support.

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Trust is the emotional glue that binds followers and leaders together.

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The manager asks how and when; the leader asks what and why.

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Understand stakeholder symmetry: Find the appropriate balance of competing claims by various groups of stakeholders.

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About Warren G. Bennis

Quotes 143 sayings
Profession Psychologist
Birthday October 16

In life, change is inevitable. In business, change is vital.

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Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.

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All of great leaders evidence four basic qualities that are central to their ability to lead: adaptive capacity, the ability to engage others through shared meaning, a distinctive voice, and unshakeable integrity. These four qualities mark all exemplary leaders, whatever their age, gender, ethnicity, or race.

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The leader...is rarely the brightest person in the group. Rather they have extraordinary taste, which makes them more curators than creators. They are appreciators of talent and nurturers of talent and they have the ability to recognize valuable ideas.

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Without character, there is no credibility; and without credibility, there is no trust.

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Vision animates, inspires, transforms purpose into action.

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There is a profound difference between information and meaning.

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People who cannot invent and reinvent themselves must be content with borrowed postures, secondhand ideas, fitting in instead of standing out.

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Embrace error: Create an atmosphere in which prudent risk taking is strongly encouraged.

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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.

13

Leadership has become a heavy industry.

Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

12

Great things are achieved by talented people who are absolutely convinced that they not only can but will achieve them.

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I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.

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One of the qualities that all the leaders have is a voracious appetite to learn whatever they do not as yet know and understand, coupled with an openness to new experiences.

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Encourage dissent: Leaders should have associates 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 happening, between what they want to hear and what they need to hear. There are too many naked emperors running around today.

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Don't over-react to the trouble makers.

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A new leader has to be able to change an organization that is dreamless, soulless and visionless... someone's got to make a wake up call.

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Leaders keep their eyes on the horizon, not just on the bottom line.

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Too many companies believe people are interchangeable.

Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

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Excellence is a better teacher than mediocrity.

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Leaders must encourage their organizations to dance to forms of music yet to be heard.

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Charisma is the result of effective leadership, not the other way around.

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Who succeeds in forming and leading a Great Group? He or she is almost always a pragmatic dreamer. They are people who get things done, but they are people with immortal longings. Often, they are scientifically minded people with poetry in their souls.

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Unlike top management at Enron, exemplary leaders reward dissent.

They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.

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Great things are accomplished by talented people who believe they will accomplish them.

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Innovation- any new idea-by definition will not be accepted at first.

It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.

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The organizations of the future will increasingly depend on the creativity of their members to survive. Great Groups offer a new model in which the leader is an equal among Titans. In a truly creative collaboration, work is pleasure, and the only rules and procedures are those that advance the common cause.

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The manager does things right; the leader does the right thing.

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Trust resides squarely between faith and doubt.

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That's nonsense; in fact, the opposite is true. Leaders are made rather than born.

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Almost without exception, members of great groups see themselves as winning underdogs, as a feisty David hurling fresh ideas at a big, backward-looking Goliath. They always have an "enemy."

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Companies which get misled by their own success are sure to be blind sided.

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While great leaders may be as rare as great runners, great actors, or great painters, everyone has leadership potential, just as everyone has some ability at running, acting, and painting.

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I wanted the influence. In the end I wasn't very good at being a president. I looked out of the window and thought that the man cutting the lawn actually seemed to have more control over what he was doing.

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Walt Disney, of all people, did a good job of describing his own netony.

"People who have worked with me say I am 'innocence in action,'" he wrote. "They say I have the innocence and unselfconsciousness of a child. Maybe I have. I still look at the world with uncontaminated wonder."

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Successful leadership is not about being tough or soft, sensitive or assertive, but about a set of attributes. First and foremost is character

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The leader has a clear idea of what he wants to do professionally and personally, and the strength to persist in the face of setbacks, even failures

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