We found that the most exciting environments, that treated people very well, are also tough as nails. There is no bureaucratic mumbo-jumbo... excellent companies provide two things simultaneously: tough environments and very supportive environments.
Interpretation
Great companies can be both supportive and demanding, fostering excellence in their employees.
This quote by Tom Peters emphasizes that the best work environments are those that strike a balance between being challenging and supportive. Such workplaces create a culture that pushes employees to excel while simultaneously providing the backing and resources they need to succeed, thus fostering a dynamic and productive atmosphere.
In practice
This quote could be used in a leadership seminar to emphasize the need for balance in company culture.
My half-baked reading of history is that we continue to go through these waves of entrepreneurial explosion followed by merger mania and consolidation. Out of that come big sluggish companies that eventually collapse under the weight of what they've created, and are killed off by the next wave of entrepreneurs.
The simple act of paying positive attention to people has a great deal to do with productivity.
Nearly 100% of innovation-from business to politics-is inspired not by "market analysis" but by people who are supremely pissed off by the way things are.
Leaders don't create followers, they create more leaders.
The little people will get even, which is one of a thousand reasons why they are not little people at all. If you're a jerk as a leader, you will be torpedoed. And usually it won't be by your vice presidents; it will be on the loading dock at 3am when no supervisors are around.
Champions are pioneers, and pioneers get shot at. The companies that get the most from champions, therefore, are those that have rich support network so their pioneers will flourish. This point is so important it's hard to overstress. No support systems, no champions. No champions, no innovations.
In other words, don't expect to always be great. Disappointments, failures and setbacks are a normal part of the lifecycle of a unit or a company and what the leader has to do is constantly be up and say 'we have a problem, let's go and get it'.
I would rather try to persuade a man to go along, because once I have persuaded him, he will stick. If I scare him, he will stay just as long as he is scared, and then he is gone.
The presidency has made every man who occupied it, no matter how small, bigger than he was; and no matter how big, not big enough for its demands.
The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?
Each person must live their life as a model for others.
That was my first lesson from Ben-Gurion. Then I saw him making peace, and I saw him making war. He mobilized me before the war. The man was a very rare combination between a real intellectual and a born leader. There is a contradiction between the two.
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