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Bennis, W. G., & Nanus B. (2003).  Leaders: strategies for taking charge.
"We must learn to perceive power for what it really is. Basically, it's the reciprocal of leadership." (p. 16)
Bennis, W. G. (1999).  Old Dogs, New Tricks: On Creativity and Collaboration.
"The lack of candor is one of the biggest tragedies in organizations because we don't speak truth to power. And so people who know the truth don't speak the truth where it would help. In my own study, I discovered that seven out of ten people will not speak up even if they know that what their boss is going to do is going to get him and the company in trouble. They will not be candid. They are not encouraged to speak up--they see dissenters being punished, not rewarded, and so the truth never gets out. There is no incentive for speaking up." (p. 34) "Successful organizations figure out how to align their business goals with each worker's goals. Everyone is looking for a customized solution. Don't assume that what works for one employee will work for another. The time you can invest with an employee to better understand his or her talents and aspirations will pay back tenfold." (p. 76) "The longing for community is born in all of us. Too few corporate leaders understand the depth of our craving to be part of something larger, and even few understand how to tap that longing to turn individual workers into a cohesive, productive group. And yet it is only in such groups that the increasingly complex work of the modern corporation can be accomplished." (p. 47)
Bennis, W. G. (1994).  On Becoming a Leader.
"In sum, we have the means within us to free ourselves from the constraints of the past, which lock us into imposed roles and attitudes. By examining and understanding the past, we can move into the future unencumbered by it. We become free to express ourselves, rather than endlessly trying to prove ourselves." (p. 79)
Bennis, W. G., & Biederman P. W. (1998).  Organizing Genius: The Secrets of Creative Collaboration.
"There is a lesson here that could transform our anguished workplaces overnight. People ache to do good work. Given a task they believe in and a chance to do it well, they will work tirelessly for no more reward than the one they give themselves." (p. 215)