The role of a leader is not to come up with all the great ideas. The role of a leader is to create an environment in which great ideas can happen. It is the people inside the company, those on the front lines, who are best qualified to find new ways of doing things.
– Simon Sinek, Start with Why: How Great Leaders Inspire Everyone to Take Action
A good custom is surer than law.
– Euripides, Ancient Greek writer
The essence of a visionary company comes in the translation of its core ideology and its own unique drive for progress into the very fabric of the organization — into goals, strategies, tactics, policies, processes, cultural practices, management behaviors, building layouts, pay systems, accounting systems, job design — into everything that the company does.
– James C. Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies
Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability … Organizations with leadership brands take an “outside-in” approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills.
– Dave Ulrich and Norm Smallwood, “Building a Leadership Brand,” Harvard Business Review
Brand is what people say about you when you leave the room.
– Jeff Bezo, founder, Amazon.com
Since finding meaning in one’s environment is such an important aspect of resilience, it should come as no surprise that the most successful organizations and people possess strong value systems. Strong values infuse an environment with meaning because they offer ways to interpret and shape events.
– Diane L. Coutu, “How Resilience Works,” Harvard Business Review
Unsuccessful transitions almost always founder during at least one of the following phases: generating a sense of urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of victory, and embedding changes in the corporate culture.
– John P. Kotter, “Leading Change: Why Transformation Efforts Fail,” Harvard Business Review