Colin Powell on Leadership

“"What is a leader?" people ask me. My simple answer: "Someone unafraid to take charge. Someone people respond to and are willing to follow." I believe that leaders must be born with a natural connection and affinity to others, which then must be encouraged and developed by parents and teachers and molded by training, experience, and mentoring. You can learn to be a better leader. And you can also waste your natural talents by ceasing to learn and grow.”

“It is the human gesture that counts. Yes, medals, stock options, promotions, bonuses, and pay raises are fine. But to really reach people, you need to touch them. A kind word, a pat on the back, a "well done," provided one-on-one and not by mob email is the way you share credit. It is the way you appeal to the dreams, inspirations, anxieties, and fears of your followers. They want to be the best they can be; a good leader lets them know it when they are.”

“Do I look for good managers or good leaders? Let us bury that old distinction. Good managers are good leaders, and good leaders are good managers. But great leaders have a special touch that separates them from managers. Good management gets 100 percent of a team's designed capability. Great leaders seek a higher ground. They take their followers to 110, 120, 150 percent of what anyone thought was possible. Great leaders do not just motivate followers; they inspire them.”

“But leaders are not gods. Their understanding is never totally clear, totally accurate, totally certain. Every leader is human... imperfectly human. Water-walkers sometimes fail, and quiet walkers sometimes end up on top. Leaders need to watch all their subordinate; work with all of them, encourage the hotshots, but invest in the others. Always be prepared to change your mind, however firmly made up, when dealing with those infinitely faceted beings we call people. The leader must never forget that he may end up working for one of them.”

“Success ultimately rests on small things, lots of small things. Leaders have to have a feel for small things — a feel for what is going in in the depths of an organization where small things reside. The more senior you become, the more you are isolated by pomp and staff, and the harder and more necessary it becomes to know what is going on six floors down. One way is to leave the top floor and its grand accoutrements and get down into the bowels for real. Don't tell anyone you are coming. Avoid advance notices that produce crash cleanups, frantic preparations, and PowerPoint presentations.”