By treating everyone equally "nicely"
regardless of their contributions, you'll simply ensure that the only people
you'll wind up angering are the most
creative and productive people
in the organization.
Real leaders make themselves
accessible and available.
Experts often possess more data than judgment. Policies
that emanate from ivory towers often have an adverse impact on the people
out in the field who are fighting the wars or bringing in the
Real leaders are vigilant – and combative – in the face of these
Don't be afraid to
challenge the pros, even in their own backyard. If you have a
yes-man working for you, one of you is redundant.
the leader must
be doubly vigilant. Good leaders
liberally, but they pay attention to details, every day.
The job of the leader is not to be the chief organizer, but the chief
Never neglect details. When everyone's mind is dulled or distracted
don't wait for official blessing to try out. If you ask enough people for
permission, you inevitably come up against someone who believes his job is
to say "no". So, the moral is, don't ask.
You don't know what you can get away with until you
Keep looking below surface appearances. Don't shrink from doing
so just because you might not like what you find.
Organization doesn't really accomplish anything. Plans don't accomplish
anything, either. Theories of management don't much matter. Endeavors
succeed or fail because of the people involved. Only by attracting the best
people will you accomplish great deeds.
Organization charts and fancy titles count for next to nothing. In well-run
organizations, titles are also pretty meaningless. But titles mean little in
terms of real power, which is the capacity to
The most important question in
performance evaluation becomes not "How well did you perform your
job since the last time we met?" but "How much did you
Leaders honor their
core values, but they are flexible in how they execute them.
Perpetual optimism is a force of multiplier. Leaders who whine
and blame engender those same behaviors among their colleagues.
12 Major Causes of Failure in Leadership
balance and the drive to get things
done. Good leaders stack the deck in their favor right in the recruitment
You can train a bright, willing novice in the fundamentals of your business
fairly readily, but it's a lot harder to train someone to have
are almost always great
simplifiers, who can cut through argument, debate and doubt,
to offer a solution everybody can understand. The result? Clarity of
purpose, credibility of leadership, and integrity of organization.
your gut. Don't wait until you have enough facts to be
100% sure, because by then it is almost always too late.
Once the information is in the 40 to 70 range, go with
Shift the power and the financial accountability to the folks who are
bringing in the beans, not the ones who are counting or analyzing them.
Surround yourself with people who take their work seriously, but not
themselves, those who work hard and
leadership is the
willingness to make the
tough, unambiguous choices that will have an impact of the fate
of the organization.
Command is lonely. You can encourage participate management and
bottom-up employee involvement
but ultimately, the essence of