A Quote by Andy Hargreaves
High performance leaders capitalize on crises to galvanize the motivation and actions of people in the organization.
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The quality of everything we do: our physical actions, our verbal actions, and even our mental actions, depends on our motivation. That's why it's important for us to examine our motivation in our day to day life. If we cultivate respect for others and our motivation is sincere, if we develop a genuine concern for others’ well-being, then all our actions will be positive.
Only under conditions of revolutionary crises do you have the highest level of self-organization; this is the Soviet type of organization, which is to say, workers' councils, people's councils, call them what you want, popular committees.
Even though worker capacity and motivation are destroyed when leaders choose power over productivity, it appears that bosses would rather be in control than have the organization work well.
A hallmark of high performance leaders is the ability to influence others through all levels and types of communication, from simple interactions to difficult conversations and more complex conflicts, in order to achieve greater team and organizational alignment. High performing leaders are able to unite diverse team members by building common goals and even shared emotions by engaging in powerful and effective dialogue.
If you want to build a high performance organization, you've got to play chess, not checkers.
When there is pressure for leaders to respond to problems or crises, they often simply intensify their efforts in their particular defined sphere of activity - even if that's not relevant to the real problem. To do otherwise requires taking on entrenched practices and asserting power in areas where it often will not be well received. And leaders tend to see major crises more as threats to their own position rather than as systemic challenges for the societies that they govern or the institutions that they manage.
High performance leaders know they have to breathe out when they are coming up for air.
Leaders set high standards. Refuse to tolerate mediocrity or poor performance.
Most people move actually into high performance in a crisis because that creates the kind of focus that creates high performance.
High performance leaders create an inspiring future by connecting with a classic and honorable past.
I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organization, and a strong organization starts with caring for their people.
I'm trying to capitalize on taking high percentage shots and hopefully making them at a high clip.
When trust is high, the dividend you receive is like a performance multiplier, elevating and improving every dimension of your organization and your life.... In a company, high trust materially improves communication, collaboration, execution, innovation, strategy, engagement, partnering, and relationships with all stakeholders.
The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them.
My message to Washington is the United States has gone through incredible crises, and our leaders have been able to find common ground. And that's what our leaders have to do.
We can't wait for Washington. Business leaders are going to have to galvanize their own constituencies and do everything they can to demonstrate confidence in the economy, and I think that can be contagious.
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