A Quote by Warren G. Bennis
Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.
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Leaders are people who do the right thing; managers are people who do things right.
People and their managers are working so hard to be sure things are done right, that they have hardly have time to decide if they are doing the right things.
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.
People we've encountered at pivotal moments who profoundly influence our direction are not necessarily the people whose names everybody knows. More often, they are the people who say or do just the right thing, at the right time.
I do not believe that the solution to our problem is simply to elect the right people. The important thing is to establish a political climate of opinion which will make it politically profitable for the wrong people to do the right thing. Unless it is politically profitable for the wrong people to do the right thing, the right people will not do the right thing either, or it they try, they will shortly be out of office.
Practical life teaches us that people may differ and that both may be wrong: it also teaches us that people may differ and both be right. Anchor yourself fast in the latter faith, or the former will sweep your heart away.
The thing that we need in the world today, is a group of men and women who will stand up for right and be opposed to wrong, wherever it is. A group of people who have come to see that some things are wrong, whether they’re never caught up with. Some things are right, whether nobody sees you doing them or not.
In the book of things people more often do wrong than right, investing must certainly top the list, followed closely by wallpapering and eating artichokes
It doesn't matter if you mean to do the right thing - if you only do bad things. You need to learn how to do right things. Doing is what affects people.
Our concept of eco-effectiveness means working on the right things - on the right products and services and systems - instead of making the wrong things less bad. Once you are doing the right things, then doing them "right," with the help of efficiency among other tools, makes perfect sense.
I believe that the right thing for us to do, as much as we can and without confusing people, is to talk about how we're doing, the things that are going well but also the things that aren't going well.
To God all things are beautiful, good, and right; human beings, on the other hand, deem some things right and others wrong. It would not be better if things happened to people just as they
wish.
A few people would suffer, but a lot of people would be better off.' 'It's just not right,' said Kevin stubbornly. 'Maybe not. But neither's your way of looking at it. There doesn't have to be a right side and a wrong side. both sides can be right, or both sides can be wrong.
Even if we're not doing anything wrong, there are certain things we want to do that we don't think can withstand the scrutinizing eye of other people. And those are often the most important things that we do. The things we do when other people are watching are things that are conformist, obedient, normal, and unnotable.
Pissing people off doesn't mean you're doing the right things, but doing the right things will almost inevitably piss people off.
Doing the right thing is important, which is where strategy comes in. But doing that thing well—execution—is what sets companies apart. After all, every football play is designed to go for a huge gain. The reason it doesn’t is because of execution—people drop balls, miss blocks, go to the wrong place, and so forth. So, success depends on execution—on the ability to get things done.
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