No matter what business you're in, everyone in the organisation needs to know why
Interpretation
Understanding the purpose of an organization is essential for everyone involved.
Frances Hesselbein emphasizes the importance of a shared organizational purpose that every member understands. When everyone knows the 'why' behind their work, it fosters alignment, motivation, and a cohesive effort towards achieving the organization's goals.
In practice
In a team meeting to encourage collaboration, one could say, 'As Frances Hesselbein noted, we need to understand our purpose to work effectively together.'
When people are speaking, they require our undivided attention. We focus on them; we listen very carefully. We listen to the spoken words and the unspoken messages. This means looking directly at the person, eyes connected; we forget we have a watch, just focusing for that moment on that person.
It takes courage for a leader to identify and confront self-imposed barriers, to put in place the personal strategies required to unleash the energy, innovation, and commitment to self-development.
Women are working for part or all of their adult lives now. The possibilities are limitless, but you need to prepare.
The real leader redefines or defines the mission in a very powerful way so that people understand it; it permeates the organization.
Leadership is not a basket of tricks or strategies or skills that you pull out. Leadership begins with the quality of the person.
Social-sector organizations have to be better managed than for-profit organizations... because they have no margin of error.
The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.
Some people have better ideas than others; some are smarter or more experienced or more creative. But everyone should be heard and respected.
To capture an enemies army is better than to destroy it.
I was raised with traditional stories of leadership: Robert E. Lee, John Buford at Gettysburg. And I also was raised with personal examples of leadership. This was my father in Vietnam. And I was raised to believe that soldiers were strong and wise and brave and faithful; they didn't lie, cheat, steal, or abandon their comrades.
The productivity of work is not the responsibility of the worker but of the manager.
How does a woman in authority convey that authority? Is it possible for a woman to rule without sounding shrill? Is it possible for a woman to manage without manipulating? All of these things seem to me to be very much at the fore today, and were no less the case 2,000 years ago.
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