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Second, you can’t get trapped into following the crowd and doing something just because everyone else is.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
A much more subtle danger comes from friends. It usually works something like this. Your allies sense that you are fully committed and that you enjoy the plaudits that come from being out there on the front lines.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
It has become almost a cliché among leadership theorists to disavow a heroic command-and-control model of leadership. But the heroic image of leadership that prevails in the conventional mind is more than a model. It is a deep and abiding myth.
Sharon Daloz Parks • Leadership Can Be Taught: A Bold Approach for a Complex World
In companies, in government, even in nonprofits, people who have any resource control use it to reward those who are helpful and punish those who stand in their way.
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
We learn from history that time does little to alter the psychology of dictatorship. The effect of power on the mind of the man who possesses it, especially when he has gained it by successful aggression, tends to be remarkably similar in every age and in every country.
B.H. Liddell Hart • Why Don't We Learn from History?
bloviate
Jean Edward Smith • FDR
Leadership is disappointing people at a rate they can absorb.
Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building
Authority is 20 percent given, 80 percent taken.6
Jeffrey Pfeffer • Power: Why Some People Have It—and Others Don't
When it comes to power, outshining the master is perhaps the worst mistake of all.