Leadership is about using yourself as an instrument to get things done. It can be learned, but only if you are willing and able to engage in serious self-development.

Complete anarchy rarely produces anything useful. In every setting, some degree of structure seems to help a group produce something worthwhile. The question is, how much? It is the role and burden of the leader to wrestle with this question constantly. We.

Great success seldom comes from doing twenty things right. More often, it’s the result of focusing on the right one, two, or three big things. What are those?

Management is responsibility for the performance of a group of people.

A clear sense of the future – where you, your group, and your organization are trying to go – is the framework for virtually all you do as a manager.

Defining the Future Fosters Commitment Within Your Team by Imbuing Its Work with Purpose.

If your goal is innovation, then your role must instead be to create an environment – a setting, a context, an organization – where people are willing and able to do the hard work of innovation themselves: to collaborate, learn through trial and error, and make integrated decisions.

Nothing you do as a manager will be more important than developing and pursuing a view of the future that you and your group want to create.

Instead of trying to come up with a vision and make innovation happen themselves, a leader of innovation creates a place – a context, an environment – where people are willing and able to do the hard work that innovative problem solving requires.

If a problem calls for a truly original response, no one can know in advance what that response should be. By definition, then, leading innovation cannot be about creating and selling a vision to people who are somehow inspired to execute that vision.