Navigation bar
  Home Print document Start Previous page
 2 of 2 
Next page End 1 2  

¨ “Leaders have to set a standard within the company that allows people to speak up when something is wrong.
They must set goals and standards that are understood clearly and simply. “You show me a high-performing
organization and I’ll show you one that sets standards,” he said. This is essential because leaders know success by
their standards. “When you set standards, people do better,” he emphasized. “People want to know what is
expected of them. No one goes to work and says, ‘I am going to do a lousy job today.’ People work to succeed and
they need to know how you measure that success,”
Retired US Army General H. Norman Schwarzkopf
The other common thread among leaders, Bennis found, is their capacity to generate and sustain trust. Under
the large umbrella of trust, he included traits such as competence, caring, constancy and reliability, predictabil-
ity and integrity. “What leaders think, feel and do are like concentric circles; there is not much discrepancy,” he
added. “It drives people crazy, then, when bosses don’t walk their talk?’
Warren Bennis,
Distinguished Professor of Business Administration,
University of Southern California.
If you want 5 percent to 10 percent improvement, do what you are doing now. If you want to be 100 percent
better, you have to do something fundamentally different.”
—Stan Davis, author of
“2020 Vision”
“When placed in command, take charge. Nothing is more debilitating to an organization than a leader who
won’t take charge. Do what is right?
—H. Norman Schwarzkopf
Remember, “One person plus courage makes a majority”
Douglas M. Yeaman
Previous page Top Next page