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1 |
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.
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2 |
Real leaders make themselves accessible and
available. |
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3 |
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
revenues.
Real leaders are vigilant – and combative – in the face of these
trends. |
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4 |
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. |
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5 |
Never neglect details. When everyone's mind is dulled or distracted,
the leader must
be doubly vigilant. Good leaders
delegate and
empower others
liberally, but they pay attention to details, every day.
The job of the leader is not to be the chief organizer, but the chief
disorganizer. |
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6 |
You don't know what you can get away with until you
try.
Good leaders
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. |
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7 |
Keep looking below surface appearances. Don't shrink from doing
so just because you might not like what you find. |
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8 |
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. |
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9 |
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
influence and
inspire. |
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10 |
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
change it?" |
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11 |
Leaders honor their
core values, but they are
flexible in how they execute them. |
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12 |
Perpetual optimism is a force of multiplier. Leaders who whine
and blame engender those same behaviors among their colleagues. |
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13 |
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
integrity, judgment,
energy,
balance and the drive to get things
done. Good leaders stack the deck in their favor right in the recruitment
phase. |
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14 |
Great
leaders
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. |
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15 |
Once the information is in the 40 to 70 range, go with
your gut. Don't wait until you have enough facts to be
100% sure, because by then it is almost always too late. |
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16 |
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. |
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