A Quote by Seth Godin

Leaders have followers, managers have employees. Managers make widgets, leaders make change. — © Seth Godin
Leaders have followers, managers have employees. Managers make widgets, leaders make change.
We like people with the potential to be leaders of leaders, not managers of managers.
Stop being conned by the old mantra that says, 'Leaders are cool, managers are dweebs.' Instead, follow the Peters Principle: Leaders are cool. Managers are cool too!
The important word there is inspire. The key difference between managers and leaders is that managers tell people what to do, while leaders inspire them to do it. Inspiration comes from three things: clarity of one's vision, courage of their conviction and the ability to effectively communicate both of those things.
Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.
The leader is one who mobilizes others toward a goal shared by leaders and followers... Leaders, followers and goals make up the three equally necessary supports for leadership.
The leader is one who mobilizes others toward a goal shared by leaders and followers. ... Leaders, followers and goals make up the three equally necessary supports for leadership.
Leadership experts and the public alike extol the virtues of transformational leaders - those who set out bold objectives and take risks to change the world. We tend to downplay 'transactional' leaders, whose goals are more modest, as mere managers.
the best leaders try to train their followers themselves to become leaders. ... they wish to be leaders of leaders.
Employees who are controlled cannot respond caringly, you need superior knowledge and real leadership, not management. Because of this we specifically developed a selection process for leaders; we don't hire managers.
..leaders should be looked upon as being 'in front', 'sharing' rather than 'showing' the way... it is the followers who save leaders and therefore make them.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
Leaders are active instead of reactive, shaping ideas instead of responding to them. Leaders adopt a personal and active attitude toward goals. The influence a leader exerts in altering moods, evoking images and expectations, and in establishing specific desires and objectives determines the direction an organization takes. The net result of this influence is to change the way people think about what is desirable, possible, and necessary. In other words, leaders are visionaries and managers operate within those established visions.
The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change.
Leaders need to provide strategy and direction and to give employees tools that enable them to gather information and insight from around the world. Leaders shouldn't try to make every decision.
Managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them.
Respect for leaders by followers can't be mandated; it must be earned. It has to be given to leaders by their followers.
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