That Is The Key Challenge

The Manager Asks How And When; The Leader Asks What And Why.

Unlike Top Management At Enron, Exemplary Leaders Reward Dissent. They Encourage It. They Understand That, Whatever Momentary Discomfort They Experience As A Result Of Being Told They Might Be Wrong, It Is More Than Offset By The Fact That The Information Will Help Them Make Better Decisions.

Vision Animates, Inspires, Transforms Purpose Into Action.

In The Face Of Ambiguity, Uncertainty, And Conflicting Demands, Often Under Great Time Pressure, Leaders Must Make Decisions And Take Effective Actions To Assure The Survival And Success Of Their Organizations. This Is How Leaders Add Value To Their Organizations. They Lead Them To Success By Exercising Good Judgment, By Making Smart Calls When Especially Difficult And Complicated Decisions Simply Must Be Made, And Then Ensuring That They Are Well Executed.

I'd Always Rather Err On The Side Of Openness. But There's A Difference Between Optimum And Maximum Openness, And Fixing That Boundary Is A Judgment Call. The Art Of Leadership Is Knowing How Much Information You're Going To Pass On - To Keep People Motivated And To Be As Honest, As Upfront, As You Can. But, Boy, There Really Are Limits To That.