Innovation distinguishes between a leader and a follower.
Leadership is the art of getting someone else to do something you want done because he wants to do it.
You can't blow an uncertain trumpet.
People buy into the leader before they buy into the vision.
The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.
A leader's role is to raise people's aspirations for what they can become and to release their energies so they will try to get there.
Leadership is defined by results not attributes.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
I think the thing that impressed me is (AT&T CEO Michael) Armstrong's strategic vision and the fact that he's got John Malone (TCI's chairman) to go along. There's a real commitment to build a new AT&T.
The worst enemy of the strategist is the clock. Time trouble... Reduces us all to pure reflex and reaction, tactical play. Emotion and instinct cloud our strategic vision when there is no time for proper evaluation.
Strategic planning is worthless - unless there is first a strategic vision.
The pace of change is so great, there is always something else going on. What that says to me is that you have to have strategic vision and peripheral vision. Strategic vision is the ability to look ahead and peripheral vision is the ability to look around, and both are important.
This obligation to move can be a burden to a player without strategic vision.
The industrial landscape is already littered with remains of once successful companies that could not adapt their strategic vision to altered conditions of competition.