leadership-styles

The heart of a company__ performance is hardwired to the hearts of its managers.

Values are deeply held personal beliefs that form your own priority code for living.

Leadership creates performance in people because it impacts willingness; it__ a matter of modeling, inspiring, and reinforcing.

Careful now: even a financially rewarding, intellectually stimulating work environment isn__ the same as living your own values.

When you don__ know what true for you, everyone else has unusual influence.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

Being relevant to your customers only when you__e trying to sell something means choosing to be irrelevant to them for the rest of the time.

Work/life balance is not about escaping work. It__ about living exactly the way you want to when you__e at work.

What first separates a leader from a normal human being? A leader knows who they are as a human being.

A manager__ emotional commitment is worth more than their financial, intellectual and physical commitment combined.

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

Imagine a world where what you say synchs up, not sinks down.

What companies want most from their managers is what they most stop their managers from giving. What managers want most from their jobs is what they most stop themselves from getting.

I strongly believe that leadership is an art, not a science. I've learned that leadership can be innate or it can be learned. However, I don't believe anyone was truly born to be a great leader. Great leaders are formed over a long period of time through a series of opportunities and experiences. Without opportunities, even the greatest natural leader among us may never become known for great leadership.

Here__ what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

When you__e a manager, you work for your company. When you__e a leader, your company works for you.

The first step to solving any problem is to accept one__ own accountability for creating it.