A Quote by Margaret J. Wheatley
Leadership is a series of behaviors rather than a role for heroes.
Related Quotes
Almost no one as I think most leadership books are a joke. They are, as I note in Leadership BS, frequently based on wishes and hopes rather than reality, on inspiring stories rather than systematic social science, and on "oughts" rather than "is."
We never used to blink at taking a leadership role in the world. And we understood leadership often required something other than drones and bombs. We accepted global leadership not just for humanitarian reasons, but also because it was in our own best interest. We knew we couldn't isolate ourselves from trouble. There was no place to hide.
We have an industrial base - one that, if made to take orders rather than being allowed in the vacuum of leadership to create them, if enabled by the elimination of cost-plus contracting to produce and achieve rather than waste and receive, could make something worth the cost rather than making work that costs us our dreams.
We were all expecting to finish [Downton Abbey] after Series 1, actually. And then, it got extended to Series 3, and that's when two of our much loved and much missed friends left. And then, it was going to be done with Series 5, but Julian Fellowes said, "I'd like to do one more." So it's been a series of extensions, rather than wondering how much longer we can go on for.
I realize that as the quarterback, you have to assume some sort of leadership role because you have to talk in the huddle on every play, and you're essentially giving out orders to the team. But in my mind, I have to prove myself on the field before I can start asserting a leadership role.
The difficulty with humanity's previous attempts at reinventing itself is that we've always started with behaviors rather than with beliefs.
The key to leadership is having a vision, and being strong enough to say no and not try to please everybody. Thats a recipe for failure. Leadership is practiced through attitude and actions, rather than words and memos.
But I'd rather help than watch. I'd rather have a heart than a mind. I'd rather expose too much than too little. I'd rather say hello to strangers than be afraid of them. I would rather know all this about myself than have more money than I need. I'd rather have something to love than a way to impress you.
Be persecuted, rather than be a persecutor. Be crucified, rather than be a crucifier. Be treated unjustly, rather than treat anyone unjustly. Be oppressed, rather than be an oppressor. Be gentle rather than zealous. Lay hold of goodness, rather than justice.
The single biggest barrier to effective leadership is, in my view, the leadership industry itself. Instead of telling people the skills and behaviors they need to be effective in getting things done, we tell them almost the opposite - blandishments about how we wish people would be, and how we wish workplaces were. That information is worse than useless as, to the extent people believe it, they often wind up losing their jobs.
I am a firm believer that you need a well-defined leadership role to deal with unexpected and non-linear side effects of people working together. You need someone to keep the threads untangled and forming a high-functioning web rather than a big snarl of a Gordian knot.
More essential than working on attitudes and behaviors is examining the paradigms out of which those attitudes and behaviors flow.
A human group transforms itself into a crowd when it suddenly responds to a suggestion rather than to reasoning, to an image rather than to an idea, to an affirmation rather than to proof, to the repetition of a phrase rather than to arguments, to prestige rather than to competence.
Leadership is much less about what you do, and much more about who you are. If you view leadership as a bag of manipulative tricks or charismatic behaviors to advance your own personal interest, then people have every right to be cynical. But if your leadership flows first and foremost from inner character and integrity of ambition, then you can justly ask people to lend themselves to your organization and its mission.
I always think it's better to take a smaller role in a great film rather than a leading role in something that you don't have complete faith in.
Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.
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