A Quote by Bill Hybels

The leader is the organization's top strategist... systematically envisioning the future and specifically mapping out how to get there. — © Bill Hybels
The leader is the organization's top strategist... systematically envisioning the future and specifically mapping out how to get there.
The chief strategist of an organization has to be the leader - the CEO.
If a leader cannot give you a clear picture of what he or she sees in the future, that person is not the leader of that organization.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
You simply can't be tentative in a startup. You have to go for it at every chance you get. And if the leader of the organization is anxious, his or her fear pervades the organization. Everything comes from the top in a company. So if you are starting a company or building one, face your fears and move past them. It's critically important to your company.
A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
The leader beyond the millennium will not be the leader who has learned the lessons of how to do it, with ledgers of 'hows' balanced with 'its' that dissolve in the crashing changes ahead. The leader for today and the future will be focused on how to be - how to develop quality, character mind-set, values, principles, and courage.
My research debunks the myth that many people seem to have . . . that you become a leader by fighting your way to the top. Rather, you become a leader by helping others to the top. Helping your employees is as important, and many times more so, than trying to get the most work out of them.
A leader's job is to look into the future and see the organization, not as it is, but as it should be
In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
Every leader needs to clearly explain the top three things the organization is working on. If you can't, you are not leading well.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
Every leader needs to clearly explain the top three things the organization is working on. If you can't, then you're not leading well.
The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.
One of the things I had to really work on is, when you're the leader of an organization, people look at the expression on your face. Your mood has a lot to do with how people think the whole organization is doing.
The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.
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