TOP 10 LEADERSHIP QUOTES

 “A leader is one who knows the way, goes the way, and shows the way.” –  John C. Maxwell

“A real leader faces the music, even when he doesn’t like the tune.” – Anonymous

“All Leadership is influence.” — John C. Maxwell

“Do not go where the path may lead, go instead where there is no path and leave a trail.” — Ralph Waldo Emerson

“Lead me, follow me, or get out of my way.” — General George Patton

“Leadership is the capacity to translate vision into reality.” — Warren Bennis

“Managers help people see themselves as they are; Leaders help people to see themselves better than they are.” — Jim Rohn

“The art of leadership is saying no, not yes.  It is very easy to say yes.” — Tony Blair

“The price of greatness is responsibility.” — Winston Churchill

“When the effective leader is finished with his work, the people say it happened naturally.” — Lao Tzu

CONNECTION

“A big man is one who makes us feel bigger when we are with him.” — John C. Maxwell “A good leader can’t get too far ahead of his followers.” — Franklin D. Roosevelt “A great leader’s courage to fulfill his vision comes from passion, not position.” –  John Maxwell “As a leader you should always start with where people are before you try to take them to where you want them to go.” — Jim Rohn “I light my candle from their torches.” — Robert Burton “I suppose leadership at one time meant muscles; but today it means getting along with people.” — Indira Gandhi “High sentiments always win in the end, The leaders who offer blood, toil, tears and sweat always get more out of their followers than those who offer safety and a good time. When it comes to the pinch, human beings are heroic.” — George Orwell “Leaders must be close enough to relate to others, but far enough ahead to motivate them.” – John Maxwell “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” — Colin Powell “The ear of the leader must ring with the voices of the people.” — Woodrow Wilson “To become truly great, one has to stand with people, not above them.” — Charles de Montesquieu “To lead people, walk beside them.  As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate.  When the best leader’s work is done the people say, ‘We did it ourselves.’” — Lao-Tsu http://sourcesofinsight.com/leadership-quotes/

A LEADER IS...

A Leader Is … “A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.” — John C. Maxwell “A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs.” — Robert Townsend “A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there.” — David R. Gergen “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” — Lao Tzu “A leader is one who sees more than others see, who sees farther than others see, and who sees before others see.” — Leroy Eimes http://sourcesofinsight.com/leadership-quotes/

LEADER SHIP... u can steer one too (2)

LEADERSHIP BEHAVIOURS and DEVELOPMENT of LEADERSHIP STYLE and SKILLS

Leadership skills are based on leadership behaviour. Skills alone do not make leaders - style and behaviour do. If you are interested in leadership training and development - start with leadership behaviour.
The growing awareness and demand for idealist principles in leadership are increasing the emphasis (in terms of leadership characteristics) on business ethics, corporate responsibility, emotional maturity, personal integrity, and what is popularly now known as the 'triple bottom line' (abbreviated to TBL or 3BL, representing 'profit, people, planet').

For many people (staff, customers, suppliers, investors, commentators, visionaries, etc) these are becoming the most significant areas of attitude/behaviour/appreciation required in modern business and organisational leaders.
3BL (triple bottom line - profit, people, planet) also provides an excellent multi-dimensional framework for explaining, developing and assessing leadership potential and capability, and also links strongly with psychology aspects if for instance psychometrics (personality testing) features in leadership selection and development methods: each of us is more naturally inclined to one or the other (profit, people, planet) by virtue of our personality, which can be referenced to Jung, Myers Briggs, etc.

Much debate persists as to the validity of 'triple bottom line accounting', since standards and measures are some way from being clearly defined and agreed, but this does not reduce the relevance of the concept, nor the growing public awareness of it, which effectively and continuously re-shapes markets and therefore corporate behaviour. Accordingly leaders need to understand and respond to such huge attitudinal trends, whether they can be reliably accounted for or not at the moment.

Adaptability and vision - as might be demonstrated via project development scenarios or tasks - especially involving modern communications and knowledge technologies - are also critical for certain leadership roles, and provide unlimited scope for leadership development processes, methods and activities.

Cultural diversity is another topical and very relevant area requiring leadership involvement, if not mastery. Large organisations particularly must recognise that the market-place, in terms of staff, customers and suppliers, is truly global now, and leaders must be able to function and appreciate and adapt to all aspects of cultural diversification. A leaders who fails to relate culturally well and widely and openly inevitably condemns the entire organisation to adopt the same narrow focus and bias exhibited by the leader.

Bear in mind that different leadership jobs (and chairman) require different types of leaders - Churchill was fine for war but not good for peacetime re-building. There's a big difference between short-term return on investment versus long-term change. Each warrants a different type of leadership style, and actually very few leaders are able to adapt from one to the other. (Again see the personality styles section: short-term results and profit require strong Jungian 'thinking' orientation, or frontal left brain dominance; whereas long-term vision and change require 'intuition' orientation, or frontal right brain dominance).

If it's not clear already, leadership is without doubt mostly about behaviour, especially towards others. People who strive for these things generally come to be regarded and respected as a leader by their people:

• Integrity - the most important requirement; without it everything else is for nothing.
• Having an effective appreciation and approach towards corporate responsibility, (Triple Bottom Line, Fair Trade, etc), so that the need to make profit is balanced with wider social and environmental responsibilities.
• Being very grown-up - never getting emotionally negative with people - no shouting or ranting, even if you feel very upset or angry.
• Leading by example - always be seen to be working harder and more determinedly than anyone else.
• Helping alongside your people when they need it.
• Fairness - treating everyone equally and on merit.
• Being firm and clear in dealing with bad or unethical behaviour.
• Listening to and really understanding people, and show them that you understand (this doesn't mean you have toagree with everyone - understanding is different to agreeing).
• Always taking the responsibility and blame for your people's mistakes.
• Always giving your people the credit for your successes.
• Never self-promoting.
• Backing-up and supporting your people.
• Being decisive - even if the decision is to delegate or do nothing if appropriate - but be seen to be making fair and balanced decisions.
• Asking for people's views, but remain neutral and objective.
• Being honest but sensitive in the way that you give bad news or criticism.
• Always doing what you say you will do - keeping your promises.
• Working hard to become expert at what you do technically, and at understanding your people's technical abilities and challenges.
• Encouraging your people to grow, to learn and to take on as much as they want to, at a pace they can handle.
• Always accentuating the positive (say 'do it like this', not 'don't do it like that').
• Smiling and encouraging others to be happy and enjoy themselves.
• Relaxing - breaking down the barriers and the leadership awe - and giving your people and yourself time to get to know and respect each other.
• Taking notes and keeping good records.
• Planning and prioritising.
• Managing your time well and helping others to do so too.
• Involving your people in your thinking and especially in managing change.
• Reading good books, and taking advice from good people, to help develop your own understanding of yourself, and particularly of other people's weaknesses (some of the best books for leadership are not about business at all - they are about people who triumph over adversity).
• Achieve the company tasks and objectives, while maintaining your integrity, the trust of your people, are a balancing the corporate aims with the needs of the world beyond.
- from businessballs.com

LEADER SHIP... u can steer one too.

leadership development tips
While leadership is easy to explain, leadership is not so easy to practise. Leadership is about behaviour first, skills second. Good leaders are followed chiefly because people trust and respect them, rather than the skills they possess. Leadership is different to management. Management relies more on planning, organisational and communications skills. Leadership relies on management skills too, but more so on qualities such as integrity, honesty, humility, courage, commitment, sincerity, passion, confidence, positivity, wisdom, determination, compassion and sensitivity. Some people are born more naturally to leadership than others. Most people don't seek to be a leader. Those who want to be a leader can develop leadership ability.
Leadership can be performed with different styles. Some leaders have one style, which is right for certain situations and wrong for others. Some leaders can adapt and use different leadership styles for given situations.
Today ethical leadership is more important than ever. The world is more transparent and connected than it has ever been. The actions and philosophies of organisations are scrutinised by the media and the general public as never before. This coincides with massively increased awareness and interest among people everywhere in corporate responsibility and the many related concepts, such as Fair Trade, sustainability, social and community responsibility (see the ethical leadership and ethical organisations page). The modern leader needs to understand and aspire to leading people and achieving greatness in all this areas.
Here's an Excellent 30 minute BBC Radio 4 Discussion about Modern Leadership - (first broadcast 2 Sept 2006). The discussion highlights the need for effective modern leaders to have emotional strength and sensitivity, far beyond traditional ideas of more limited autocratic leadership styles.
Philosophy is the platform on which great leadership is built. Get the philosophy right, and the foundation is strong. Ignore the philosophy and all that follows here will be built on sand. Different leaders have different ideas about leadership. Here's Jack Welch's perspective, which even though quite modern compared to many leaders, is nevertheless based on quite traditional leade principles.
leadership tips - jack welch style..
Jack Welch, respected business leader and writer is quoted as proposing these fundamental leadership principles (notably these principles are expanded in his 2001 book 'Jack: Straight From The Gut'):
1. There is only one way - the straight way. It sets the tone of the organisation.
2. Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organisation.
3. Get the right people in the right jobs - it is more important than developing a strategy.
4. An informal atmosphere is a competitive advantage.
5. Make sure everybody counts and everybody knows they count.
6. Legitimate self-confidence is a winner - the true test of self-confidence is the courage to be open.
7. Business has to be fun - celebrations energise and organisation.
8. Never underestimate the other guy.
9. Understand where real value is added and put your best people there.
10. Know when to meddle and when to let go - this is pure instinct.
As a leader, your main priority is to get the job done, whatever the job is. Leaders make things happen by:
• knowing your objectives and having a plan how to achieve them
• building a team committed to achieving the objectives
• helping each team member to give their best efforts
As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you.
However - always remember the philosophical platform - this ethical platform is not a technique or a process - it's the foundation on which all the techniques and methodologies are based.
Plan carefully, with your people where appropriate, how you will achieve your aims. You may have to redefine or develop your own new aims and priorities. Leadership can be daunting for many people simply because no-one else is issuing the aims - leadership often means you have to create your own from a blank sheet of paper. Set and agree clear standards. Keep the right balance between 'doing' yourself and managing others 'to do'.
Build teams. Ensure you look after people and that communications and relationships are good. Select good people and help them to develop. Develop people via training and experience, particularly by agreeing objectives and responsibilities that will interest and stretch them, and always support people while they strive to improve and take on extra tasks. Follow the rules about delegation closely - this process is crucial. Ensure that your managers are applying the same principles. Good leadership principles must cascade down through the whole organisation. This means that if you are leading a large organisation you must check that the processes for managing, communicating and developing people are in place and working properly.
Communication is critical. Listen, consult, involve, explain why as well as what needs to be done.
Some leaders lead by example and are very 'hands on'; others are more distanced and let their people do it. Whatever - your example is paramount - the way you work and conduct yourself will be the most you can possibly expect from your people. If you set low standards you are to blame for low standards in your people.
"... Praise loudly, blame softly." (Catherine the Great). Follow this maxim.
If you seek one singlemost important behaviour that will rapidly earn you respect and trust among your people, this is it: Always give your people the credit for your achievements and successes. Never take the credit yourself - even if it's all down to you, which would be unlikely anyway. You must however take the blame and accept responsibility for any failings or mistakes that your people make. Never never never publicly blame another person for a failing. Their failing is your responsibility - true leadership offers is no hiding place for a true leader.
Take time to listen to and really understand people. Walk the job. Ask and learn about what people do and think, and how they think improvements can be made.
Accentuate the positive. Express things in terms of what should be done, not what should not be done. If you accentuate the negative, people are more likely to veer towards it. Like the mother who left her five-year-old for a minute unsupervised in the kitchen, saying as she left the room, "...don't you go putting those beans up your nose..."
Have faith in people to do great things - given space and air and time, everyone can achieve more than they hope for. Provide people with relevant interesting opportunities, with proper measures and rewards and they will more than repay your faith.
Take difficult decisions bravely, and be truthful and sensitive when you implement them.
Constantly seek to learn from the people around you - they will teach you more about yourself than anything else. They will also tell you 90% of what you need to know to achieve your business goals.
Embrace change, but not for change's sake. Begin to plan your own succession as soon as you take up your new post, and in this regard, ensure that the only promises you ever make are those that you can guarantee to deliver. Courtesy business balls