Page 44 - Recailbrate Cohort 2018

JAMES M. KOUZES & BARRY Z. POSNER | THE LEADERSHIP CHALLENGE
“How do you get people to want to move in a new direction, break old mindsets,
or change existing behavior patterns in order to tackle big problems and attempt extraordinary performance? You climb that mountain one hop at a time. You make progress incrementally. You break the long journey down into milestones. You move people forward step-by-step, creating a sense of forward momentum by generating what University of Michigan professor Weick calls “small wins.”
JAMES M. KOUZES & BARRY Z. POSNER | THE LEADERSHIP CHALLENGE
“Exemplary leaders are forward-looking. They are able to envision the future, to gaze across the horizon and realize the greater opportunities to come. They imagine that extraordinary feats are possible and that the ordinary could be transformed into something noble. They are able to develop an ideal and unique image of the future for the common good.”
ANDY STANLEY | DEEP & WIDE: CREATING CHURCHES UNCHURCHED PEOPLE LOVE TO ATTEND
“The catalyst for introducing & facilitating change in the local church is a God-honoring, mouthwatering, unambiguously clear vision.”
JOHN P. KOTTER | LEADING CHANGE
“A useful rule of thumb: If you can’t communicate the vision to someone in ve minutes or less and get a reaction that signi es both understanding and interest, you are not yet done with this phase of the transformation process.”
MASAAKI IMAI | GEMBA KAIZEN: A COMMONSENSE APPROACH TO A CONTINUOUS IMPROVEMENT STRATEGY, SECOND EDITION
“In Japanese, kaizen means ‘continuous improvement.’ The word implies improvement that involves everyone— both managers and workers— and entails relatively little expense. The kaizen philosophy assumes that our way of life— be it our working life, our social life, or our home life— should focus on constant improvement e orts.”
JIM COLLINS | GOOD TO GREAT AND THE SOCIAL SECTORS
“In building greatness, there is no single de ning action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy ywheel in one direction, turn upon turn, building momentum until a point of breakthrough, and beyond.”
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