Leaders And Teams Quotes & Sayings

Leaders must live by the same principles and values that they expect from their teams and people. Leadership is about action: leaders must do their part before asking others to do theirs. Walk the walk; don't just talk. — Brian Hiner

For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, "People and organizations don't grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses." Good leaders seldom restrict their teams; they release them. — John C. Maxwell

Leaders #1 job is to help their people, teams, leadership, and culture, to be #FutureFit...by supporting People, Planet & Profits, in a Consciously Constructive Revolutionary Workplace... today. — Tony Dovale

Business leaders cultivate vision to unify teams; the teams cultivate business to fulfill the vision. — Orrin Woodward

Good teams are committed to the team mission and to each other personally. Good leaders inspire and build this commitment and trust. — Lee Ellis

The best leaders want to leverage all the capabilities of the people in their organization. — Mark Miller

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, "[Successful leaders] are not more creative. They're not more visionary. They're not more charismatic. They're not more ambitious. They're not more blessed by luck. They're not more risk-seeking. They're not more heroic. And they're not more prone to making big, bold moves." Then what sets them apart? "They all led their teams with a surprising method of self-control in an out-of-control world."2 — Max Lucado

Given the challenges and adversity we face in business and life today, Jon Gordon provides a clear road map to navigate the negativity and pitfalls that too often sabotage individual and team success as he shines a light on the truths that define great leaders, great teams, and great energy. I especially loved the part about leading with purpose. I consider this a valuable book for anyone looking to bring out the best in themselves and their team. — Tom Gegax

Be more loving. Great teams are built by authentic leaders who are not afraid to speak truthfully and show kindness. This is not a sign of weakness, it is a sign of strength. — Robin S. Sharma

It is essential for leaders of complex projects to understand the power of teams. — Kathleen B. Hass

Contrary to conventional leadership in which the leader's focus is on himself and what he can accomplish and achieve. Rather, the focus is on those being served. Servant leaders do many of the same things other leaders do - cast vision, build teams, allocate resources, and so on. The big difference is their orientation and their motivation; these make all the difference in the world. They possess an others-first mindset. The servant leader constantly works to help others win. — Mark Miller

REAL Leaders are experts at bringing out the best in others ... Thinking , feelings and actions. They improve their teams' thinking skills and Mindsets. — Tony Dovale

Companies that are made up of clusters of leaders will actually accelerate their growth by speeding up their rate of innovation as their competition pulls back, build better teams by investing in people while their rivals shrink training budgets, and pick up top talent as their industry peers lay people off. And so fast companies get that unsettling times are actually gifts for them and periods to get so far ahead of the competition that they can never catch up. — Robin S. Sharma

Children are perceptive, and if they see leaders and parents talk with boredom and apathy about faith yet become overtly passionate about sports teams or shopping malls, they will think the sport or the mall is more attractive than Jesus. — Matt Chandler

Leaders come in two flavors, expanders and containers. The best leadership teams have a mix of both. — Barbara Corcoran

One remarkable part of the SnapTax story is what the team leaders said when I asked them to account for their unlikely success. Did they hire superstar entrepreneurs from outside the company? No, they assembled a team from within Intuit. Did they face constant meddling from senior management, which is the bane of innovation teams in many companies? No, their executive sponsors created an "island of freedom" where they could experiment as necessary. Did they have a huge team, a large budget, and lots of marketing dollars? Nope, they started with a team of five. What allowed the SnapTax team to innovate was not their genes, destiny, or astrological signs but a process deliberately facilitated by Intuit's senior management. — Eric Ries

Great leaders are paradoxical. They catalyze, rather control, the work of their teams. They have an overarching vision for the team but are not autocratic in the realization of this vision. Their eyes are open to whatever results occur-not just planned goals, because serendipity is a great innovator. — Guy Kawasaki

Serving Leaders teach others the knowledge, skills, and strategies they need to succeed. — John Stahl-Wert

Teams Triumph When Today's Tribe Leaders Transform Their Mindset. — Tony Dovale

when organizations adopt Agile practices, it is imperative that team leaders and development managers learn a better approach to leading and managing their teams. — Jurgen Appelo

You see, team," Dan said passionately, "our problem is negativity, and we have no one to blame but ourselves. I believe where there is a void, negativity will fill it. And, unfortunately, within every organization you get voids in communication between leaders and their employees and between different teams and team members. It happens everywhere: with sports teams, work teams, family teams. Within these voids, negativity starts to breed and grow and, eventually, like a cancer it will spread if you don't address it. As an executive team it's up to us to do everything we can to prevent these voids from occurring and when they do occur, we must quickly fill them with positive communication and positive energy. People don't just want to be seen and heard. They want to hear and see, and if they don't feel like they are part of the company then they will assume the worst and act accordingly. — Jon Gordon

Leaders who carry unresolved guilt are forced to hide a part of themselves from those to whom they are closest. They have a secret. They are forced to expend time and energy to ensure that no one finds them out. They know they are not completely trustworthy. Often they assume no one else is either. Guilty leaders have a difficult time trusting. Consequently, guilty leaders have a difficult time building teams. — Andy Stanley

Micromanaging erodes people's confidence, making them overly dependennt on their leaders. Well-meaning leaders inadvertently sabotage their teams by rushing to the rescue and offering too much help. A leader needs to balance assistance with wu wei, backing off long enough to let people learn from their mistakes and develop competence. — Diane Dreher

In high-performance teams, "the leaders managed the principles, and the principles managed the team. — Jim Highsmith

awake at night?" The response is practically unanimous: Leaders worry about creating a sense of urgency in their organizations and operating quickly in an increasingly complex world. They want to create strong teams that are primed to handle any hurdle that comes their way and — Jason Jennings

Good leaders don't tell people what to do, they give teams capability and inspiration. — Jeffrey R. Immelt

I trust Canadians to be able to look at the different parties, the different leaders, the plans, the teams, and make a responsible choice. And I'm very, very confident that's exactly what Canadians are going to do. — Justin Trudeau

A leader's words matter, but actions ultimately do more to reinforce or undermine the implementation of a team of teams. Instead of exploiting technology to monitor employee performance at levels that would have warmed Frederick Taylor's heart, the leader must allow team members to monitor him. More than directing, leaders must exhibit personal transparency. This is the new ideal. — Stanley McChrystal

Leaders who want to create adaptive, self-organizing teams steer rather than control - they influence, nudge, facilitate, teach, recommend, assist, urge, counsel, and, yes, direct in some instances. — Jim Highsmith

I believe that leaders and leadership teams working together in a proper design will run the business more effectively than by hierarchical, command-and-control managing. But I can't prove that. And there are no models. — Marvin Bower

In addition, there are huge benefits to communal effort in and of itself. By definition, all organizations consist of people working together. Focusing on the team leads to better results for the simple reason that well-functioning groups are stronger than individuals. Teams that work together well outperform those that don't. And success feels better when it's shared with others. So perhaps one positive result of having more women at the top is that our leaders will have been trained to care more about the well-being of others. My hope, of course, is that we won't have to play by these archaic rules forever and that eventually we can all just be ourselves. We — Sheryl Sandberg

The capability of self-organizing teams lies in collaboration. When two engineers scratch out a design on a whiteboard, they are collaborating. When team members meet to brainstorm a design, they are collaborating. When team leaders meet to decide whether a product is ready to ship, they are collaborating. The result of any collaboration can be categorized as a tangible deliverable, a decision, or shared knowledge. — Jim Highsmith

I fell in love with the topic of leadership. For three decades, that has been a major focus of my hands-on work: listening to and working with leaders, their teams and their organizations. — Henry Cloud

Missional leaders know that their church will only grow as large as its capacity to provide ongoing care through a network of small groups and ministry teams. — Gary Rohrmayer

The only meaningful measure for a leader is whether the team succeeds or fails. For all the definitions, descriptions, and characterizations of leaders, there are only two that matter: effective and ineffective. Effective leaders lead successful teams that accomplish their mission and win. Ineffective leaders do not. — Jocko Willink