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323 Best Ken Blanchard Quotes About Business And Leadership

1. “The more attention you pay to a behavior, the more it will be repeated. Accentuating the positive and redirecting the negative are the best tools for increasing productivity.”


2. “If you can´t tell me what you'd like to be happening, you don't have a problem yet. You're just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening.”


3. “Feedback is important to people. We all want to know how well we’re doing. That’s why it is essential for an effective performance review system to provide ongoing feedback.”


4. “When I first came to work her i spotted a problem that needed to be solved, but I didn't know what to do. So I called the One Minute Manager. When he answered the phone, I said, Sir, I have a problem. Befor I could get another word out, he said, Good! That's what you've been hired to solve.”


5. “All good performance starts with clear goals.”


6. “Business is like tennis. Those who serve well win.”


7. “Positive thinkers get positive results because they are not afraid of problems.”


8. “As a manager, the important thing is not what happens when you are there, but what happens when you are not there.”


9. “Start your day with good intentions and set yourself up for a good attitude. It’s not what happens to you that matters but how you respond.”


10. “Strategies for Influence” explores and shares the BIG IDEAS from the Leaders of Influence that can help you with your Career, Business, and Leadership. Click on any of the links below to explore the Big Ideas that have influenced our work and lives.


11. “I absolutely believe in the power of tithing and giving back. My own experience about all the blessings I’ve had in my life is that the more I give away, the more that comes back. That is the way life works, and that is the way energy works.”


12. “Be purposeful about your work, but don't forget to have a little fun once in a while!”


13. “What we give our attention to, grows.”


14. “It was as though most managers in the world were primarily interested either in results or in people. The managers who were interested in results often seemed to be labeled "autocratic," while the managers interested in people were often labeled "democratic." The young man thought each of these managers — the "tough" autocrat and the "nice" democrat — were only partially effective. "It's like being half a manager," he thought.”


15. “Anything worth doing does not have to be done perfectly – at first.”


16. “Secret #1 : One minute Goal Setting


17. A great rule of thumb is to never say anything behind someone’s back that you wouldn’t say straight to the person’s face. ― Ken Blanchard


18. “Yes. However, remember—productivity is more than just the quantity of work done. It is also the quality.”


19. “Honesty is telling the truth to ourselves and others. Integrity is living that truth.”


20. Feedback is the breakfast of champions. ― Ken Blanchard


21. “Seguir a Jesús y guiar como Él significa que está sirviendo a un propósito superior y que debe ser responsable a un nivel de esa altura en una manera que no todos entenderán ni aplaudirán. Al mismo tiempo, usted hará como Él hizo y se enfocará en servir a los demás ayudándoles a crecer y a desarrollarse.”


22. “Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.”


23. “The only job security you have today os your commitment to continuous personal improvement.”


24. “The importance of day-to-day coaching comes to mind when I think of my favorite college teacher. He was always getting into trouble with the dean and other faculty members because on the first day of class he would hand out the final examination. The rest of the faculty would say, ‘What are you doing?’ He’d say, ‘I thought we were supposed to teach these students.’ They’d say, ‘You are, but don’t give them the questions for the final exam.’ He’d say, ‘Not only am I going to give them the questions for the final exam, but what do you think I’m going to teach them all semester?’” “He”


25. “Catching people doing things right is a powerful management concept.”


26. “An effective leader must step back, look at the big picture, and make sure the important things are not being pushed out of the way by the seemingly urgent needs of the moment.”


27. “The productivity of a work group seems to depend on how the group members see their own goals in relation to the goals of the organization.”


28. “Empowerment is something someone gives you. Self-leadership is what you do to make it work.”


29. “None of us is as smart as all of us”


30. “Trying is just a noisy way of not doing something.”


31. “People don't mind being challenged to do better if they know the request is coming from a caring heart”


32. “whenever we become the leader and try to make God the servant, things don’t work out. Why? Because our EGO gets in the way, and we Edge God Out! If you want your life to be significant, then you have to recognize that it’s all about God, not about you. As the old Yiddish saying goes, “If you want to make God laugh, tell Him your plans.”


33. “If you don't blow your own horn, someone else will use it as a spittoon. ”


34. “We can't control everything in life, that's for sure, but we can reach out to the people we love to tell them we love and care about them.”


35. “because we know what our job is. Our Manager makes sure we know what good performance looks like because he shows us. In other words, expectations are clear to both of us.”


36. “The people who work with you as their manager will look to you as one of their sources of wisdom.”


37. “Successful people do work hard, but they also think before they act. They are proactive, not just reactive. Most people mentally have a sign on their desk that reads, “Don’t just sit there—do something!” The best advice I ever received was to revise the sign to read, “Don’t just do something—sit there!”


38. “Disagreement can actually be healthy as long as we’re dealing with conflicting ideas, not conflicting people.”


39. “You have to learn how to diagnose the development levels of the people you work with on each of their goals. I’ll tell you more about that in a minute. Finally, you have to learn to use a variety of leadership styles to provide individuals with what they need from you.”


40. “In these changing times, he thought, the most effective managers manage themselves and the people they work with so that both the people and the organization profit from their presence.”


41. “Vision is knowing who you are, where you're going, and what will guide your journey.”


42. “Going from success to significance is a shift from getting to giving. It's not about power/status, it's about relationships.”


43. “The best way to teach people is by telling a story.”


44. “Unexpressed good thoughts aren’t worth squat!”


45. “When all kinds of trials and temptations crowd into your lives my brothers, don’t resent them as intruders, but welcome them as friends! Realise that they come to test your faith and to produce in you the quality of endurance. But let the process go on until that endurance is fully developed, and you will find you have become men of mature character with the right sort of independence. And if, in the process, any of you does not know how to meet any particular problem he has only to ask God—who gives generously to all men without making them feel foolish or guilty—and he may be quite sure that the necessary wisdom will be given him. But he must ask in sincere faith without secret doubts as to whether he really wants God’s help or not. The man who trusts God, but with inward reservations, is like a wave of the sea, carried forward by the wind one moment and driven back the next. That sort of man cannot hope to receive anything from God, and the life of a man of divided loyalty will reveal instability at every turn. (PHILLIPS)”


46. “Catching people doing things right provides satisfaction and motivates good performance. But remember, give praise immediately, make it specific, and finally encourage people to keep


47. “It’s ironic that most companies spend so much of their money on people’s salaries, and yet they spend only a small fraction of their budget to develop people. In fact, most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people.”


48. “Help people reach their full potential catch them doing something right”


49. “The void created by the failure to communicate is soon filled with poison, drivel, and misrepresentation.”


50. “Leadership is not something you do to people. It’s something you do with people.”


51. Leading people is the opposite of trying to control them; it’s about gaining their trust through your integrity, developing their potential through your partnership, and motivating them through your affirmation. ― Ken Blanchard


52. “Help People Reach Their Full Potential Catch Them Doing Something Right.”


53. “Everyone knows that not all change is good or even necessary. But in a world that is constantly changing, it is to our advantage to learn how to adapt and enjoy something better.”


54. “When you ask people about the best leader they ever had, one quality is always mentioned: they are good listeners. These leaders have learned to “sort by others.” When someone says, “It’s a beautiful day,” they respond by keeping the focus on the speaker. For example, they’ll respond, “It sounds like you’re pretty happy today.” Poor listeners “sort by self.” If you express a concern you have, they will express a concern they have. Our senior consulting partner, Laurie Hawkins, is a great listener. Clients tell me, “I had the greatest dinner with Laurie recently. He’s a wonderful person.” When I ask what they know about Laurie—whether he’s married or has kids—they seldom know. They loved being with Laurie because he kept the conversation focused on them. Test the power of listening by taking time to truly listen and focus on others.”


55. “a visionary/direction, or strategic, role—the leadership aspect of servant leadership; and • an implementation, or operational, role—the servant aspect of servant leadership.”


56. “Leaders today must have a strong vision and positive beliefs that support that vision. If they don’t, their people will not only lose, but they’ll be lost. When difficulties arise, their minds will not be prepared to stand up to the challenge.”


57. “Everyone knows that not all change is good or even necessary. But in a world that is constantly changing, it is to our advantage to learn how to adapt and enjoy something better.”


58. “The big question is, does Jesus matter in your family?”


59. “In other words, you’re saying managers should work for their people, and not the reverse.”


60. “Once leaders embrace the role of coach, they realize the weight of leadership is now balanced between themselves and their direct reports.”


61. “Leaders empower individuals by building trust and coaching competence in their job roles and networking skills.”


62. “It’s only when you realize that it’s not about you that you begin to lead at a higher level.”


63. A clear purpose will unite you as you move forward, values will guide your behavior, and goals will focus your energy. ― Ken Blanchard


64. “In the past, a leader was a boss. Today’s leaders must be partners with their people… they no longer can lead solely based on positional power.”


65. “One of the deepest principles of life and leadership: it’s not about you.”


66. “If you catch yourself doing things right, everything in your life will improve—especially your relationships. That’s because it’s fun to be around people who like themselves.”


67. “We can’t always control what happens in our lives- things will go well, things will go poorly-but what we can control is our response to those events.”


68. “If God had wanted us to talk more than listen, he would have given us two mouths rather than two ears.”


69. “Trust is extended first by loving hearts committed to serve and support one another, and trust grows with promises kept, encouragement and appreciation expressed, support and acceptance offered, repentance and apologies received, and reconciliation and restoration established.”


70. “That’s the beauty of servant leadership. It not only serves people; it also produces superior results.”


71. Help people reach their full potential catch them doing something right. ― Ken Blanchard


72. “No one can make you serve customers well. That’s because great service is a choice.”


73. “People should learn less more and not more less!”


74. “Put differently, the important thing about leadership is not what happens when the leader is present, but what happens when the leader is not there.”


75. “At its best, leadership is a partnership that involves mutual trust between people who work together to achieve common goals.”


76. The best way to teach people is by telling a story. ― Ken Blanchard


77. “What you resist, persists. Until you deal with your feelings, you will be stuck with them.”


78. “Honesty is telling the truth to ourselves and others. Integrity is living that truth.”


79. “Don’t get a big head when you win or get too down in the dumps when you lose. Keep things in perspective. Success is not forever and failure isn’t fatal.”


80. “My mother used to say everyone has a pearl of goodness in them; it's up to us to find the pearl. It's easier to find in some than in others!”


81. “Unexpressed thoughts don't mean squat!”


82. “Do you lose track of time at work? It's not necessarily a bad thing!”


83. “confidence that is earned helps you deal with all the changes that are occurring. We’re expected to be confident enough to innovate in order to stay ahead.” “Is that why your Manager gives you the opportunity to solve a problem yourself, rather than participating in your decision?” “Yes. Plus, it saves a manager”


84. “One of the things great leaders do is establish, articulate, model, and enforce core values.” So”


85. “Good thoughts in your head that are not communicated “mean squat.”


86. “Too many leaders act as if the sheep…their people…are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep.”


87. “Habiendo tenido un «ataque de corazón» en cuanto a los principios de un liderazgo de servicio, he tratado de llevar este mensaje a otros líderes y practicarlo en todas mis actividades.”


88. “Venir de circunstancias de privilegio y oportunidades no garantiza el éxito según la definición que Dios hace de este, ni haberse criado en circunstancias de abuso y pobreza condena a nadie al fracaso. En cualquier circunstancia, en cualquier momento, cualquier persona puede decidirse a seguir a Jesús. En ese momento, las circunstancias externas empalidecen frente a los recursos internos que provee el conocer y seguir a Jesús.”


89. Knowing where you’re going is the first step to get there. ― Ken Blanchard


90. “If you can find a successor who can carry on after your season of leadership has ended, that’s always the hallmark of a great leader.”


91. “People Who Feel Good About Themselves Produce Good Results. *”


92. “Unexpressed good thoughts aren't worth squat!”


93. “most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people (p.52)”


94. “Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create Raving Fans.”


95. “Purpose has to do with one’s calling – deciding what business you are in as a person.”


96. “We are not just our behavior. We are the person managing our behavior”


97. “When people don’t know what’s going on, it’s human nature for them to imagine a version that’s ten times worse than the truth!”


98. “The cure for too much to do is solitude and silence.”


99. “When you stop learning you stop growing.”


100. “All leaders are permanent learners.”


101. “When people feel a sense of ownership about what they do, they are at their best whether or not their leader is in the room.”


102. “A good life is built on strong, solid values such as integrity, love, honesty, and purposeful work.”


103. “Profit is the applause you get for creating a motivating environment for your people and taking care of your customers.”


104. “People who feel good about themselves produce good results.”


105. “I never use notes, they interfere with me.”


106. “Catch someone doing something right.”


107. “Habits Your habits are how you renew your daily commitment as a leader to serve rather than to be served. As a leader committed to serve despite all the pressures, trials, and temptations He faced, how did Jesus replenish His energy and servant perspective? His habits! Through a life pattern of solitude and prayer, knowledge of the will of God expressed in His Holy Word, and the community He shared with a small group of intimate companions, Jesus was constantly refreshed and renewed.”


108. “Too many leaders act as if the sheep (their people) are there for the benefit of the shepherd – not that the shepherd has responsibility for the sheep.”


109. “If you don’t blow your own horn, someone else will use it as a spittoon.”


110. “None of us is as smart as all of us.”


111. “Being responsive to your people’s needs sets them free to be responsible (able to respond) for getting the job done.”


112. “Someone saw potential in me, invested in my life, and helped me understand that the rewards of becoming a serving leader were far greater than being a self-serving one. I guess you could say I had a change of heart.”


113. “Everyone Is A Potential Winner. Some People Are Disguised As Losers. Don’t Let Their Appearances Fool You.”


114. People who feel good about themselves, produce good results. ― Ken Blanchard


115. “We are not just our behavior. We are the person managing our behavior.”


116. “If you choose to follow Jesus, you are no longer your own. You are not living to please yourself or other people. Instead, Jesus is the only authority and only audience for every life decision you make.”


117. “Don't quack like a duck, soar like an eagle.”


118. “He decidido entregar mis esfuerzos de guía a Dios y llegar a ser un discípulo de Jesús y del liderazgo de servicio que Él enseñó.”


119. “Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes.”


120. “People who feel good about themselves, produce good results.”


121. “The most important habit is solitude, quiet time. People who enter their day by taking 45 minutes or an hour for themselves – meditation, prayer, inspirational reading, taking a walk – before they go for it in the real world? Do best.”


122. “Customer service should not be a department; customer service is everyone’s job.”


123. “The main job of a leader is to help his or her people succeed in accomplishing their goals. And when people accomplish their goals and win, everyone wins.”


124. “Knowing where you are going is the first step to getting there.”


125. “When people become defensive, they don’t learn.”


126. “Our Manager works with us to make it clear what our responsibilities are and what we are being held accountable for.”


127. “Feedback on results is the number one motivator of people.”


128. “Antes de tratar de influenciar y reclutar a otros para que trabajen con usted en la creación de una visión convincente necesita estar claro acerca de su propósito personal. El propósito personal del líder debe guiar y alinear los esfuerzos de quienes le seguirán; en caso contrario, toda su relación se habrá levantado sobre un fundamento falso. Motivos escondidos y agendas ocultas sabotearán la confianza y la confianza es el ingrediente clave en cualquier relación guía-seguidor.”


129. One of the biggest obstacles to high performance in organizations comes from unclear expectations and accountability. ― Ken Blanchard


130. “Effective team leaders adjust their style to provide what the group can’t provide for themselves.”


131. “In the past a leader was a boss. Today’s leaders must be partners with their people. They no longer can lead solely based on positional power.”


132. Remember, the best leaders are those who understand that their power flows through them, not from them. ― Ken Blanchard


133. “Creating a compelling vision is one of the privileges and most serious demands of leaders.”


134. “The only job security you have today is your commitment to continuous personal improvement.”


135. “Remember, the best leaders are those who understand that their power flows through them, not from them.”


136. “Secret #2 : One Minute Praising


137. “Your role as a leader is even more important than you might imagine. You have the power to help people become winners.”


138. “Try to appreciate everyone who comes into your life - you never know what you might learn from them.”


139. “What we give our attention to, grows. —Ken Blanchard, Thad Lacinak, Chuck Tompkins, and Jim Ballard Whale Done!™ The more attention you pay to a behavior, the more it will be repeated. Accentuating the positive and redirecting the negative are the best tools for increasing productivity.”


140. “To ensure that your work is also a play, I recommend that you develop a personal mission statement. This will help you find what it is you enjoy so much that you lose track of time when you’re doing it.”


141. “People who produce good results feel good about themselves.”


142. “Our Manager makes sure we know what good performance looks like because he shows us. In other words, expectations are clear to both of us.”


143. “Empowerment is something someone gives you. Self leadership is what you do to make it work.”


144. “Perpetual prosperity comes to those who help others.”


145. “There's a difference between interest


146. “Key Questions • What do engaged people look like in my context? • In the past, what factors have led me to be fully engaged? • Which of these factors are missing in my followers? • What do my people need to be more engaged? • How can I help my people grow—as a group and individually? Caution: One size doesn’t fit all. People have specific and unique engagement and development needs.”


147. “The best minute you spend is the one you invest in people”


148. “To learn from the past is good, but to live there is a waste. To plan for the future is good, but to live there is a waste. You are happiest and most productive in life when you are living in the present.”


149. “As a leader, the most important earthly relationship you can cultivate is your relationship with yourself.”


150. “The best definition of profit I’ve ever heard is that it is the applause you get for satisfying your customers and creating a motivating environment for your people.”


151. “No one can make you serve customers well. Great service is a choice.”


152. “The best use of power is not to have to use it at all.”


153. “He feels that a goal and its performance standard—what needs to be done and by what due date—should take no more than a paragraph or two to express, so it can be read and reviewed in about a minute.”


154. “Nice guys may appear to finish last, but usually they are running a different race.”


155. “People with humility don't think less of themselves, they just think of themselves less.”


156. “In the past a leader was a boss. Today’s leaders must be partners with their people. They no longer can lead solely based on positional power.”


157. “Leading people is the opposite of trying to control them; it’s about gaining their trust through your integrity, developing their potential through your partnership, and motivating them through your affirmation.”


158. “The essence of knowledge is, having it, to use it.”


159. “Knowing where you're going is the first step to get there.”


160. “Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create raving fans.”


161. “Customer service should not be a department, customer service is everyone’s job.”


162. “If you don’t seek perfection, you can never reach excellence.”


163. “When you’re committed to something, you accept no excuses, only results.”


164. “That’s what day-to-day coaching is all about,” said Randy, “being responsive to the people you lead.”


165. “What did God say to me through this message? • How does my life measure up to this Word?”


166. “One of the primary mistakes that leaders today make, when called to lead, is spending most of their time and energy trying to improve things at the organizational level before ensuring that they have adequately addressed their own credibility at individual, one-on-one, or team leadership levels.”


167. “As a collaborative leader, you support people in their work—you remove roadblocks and help them win.”


168. “Catching people doing things right provides satisfaction and motivates good performance. But remember, give praise immediately, make it specific, and finally, encourage people to keep up the good work.”


169. “He praises me when I’m doing my job well and deserve it, even if things are not going well for him personally or here at work. I know he may be annoyed about things happening elsewhere. But he responds to where I am, not just to where he is at the time. I really appreciate that.”


170. “When you touch, don’t take. Touch people only when you are giving something – reassurance, support, encouragement, whatever.”


171. “the leadership/strategic aspect and the servant/operational”


172. “When people don't know what’s going on, it’s human nature for them to imagine a version that’s ten times worse than the truth!”


173. “we have two choices every day: We can feel good about ourselves, or we can feel lousy about ourselves. Why would anyone choose the latter?”


174. “He praises me when I’m doing my job well and deserve it, even if things are not going well for him personally or here at work.”


175. “Customer service is not a department, it’s everyone’s job.”


176. “One of the biggest obstacles to high performance in organizations comes from unclear expectations and accountability.”


177. “It’s really hard to be a servant leader because we come into this world as a baby in a self-survival mode. Life is a journey toward service.”


178. “Learning is defined as a change in behavior. You haven’t learned a thing until you take action and use it.”


179. “instead of setting our goals for us, he listens to our input and works side-by-side with us to develop them. After we agree on our most important goals, each is described on one page.”


180. “As you undoubtedly know, making mistakes is not the problem. It’s not learning from them that causes real problems.”


181. “Things not worth doing are not worth doing well.”


182. “Twenty years ago, leadership meant power. Today, the key to leadership is empowering others. Try it and watch your people thrive!”


183. “When you judge someone, it impairs your ability to see him or her clearly, as if a filter is screening out everything about that person except what fits your assessment.”


184. “If you can’t tell me what you’d like to be happening,’ he said, ‘you don’t have a problem yet. You’re just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening.”


185. “The key to successful leadership today is influence, not authority.”


186. “We can’t always control what happens in our lives-things will go well, things will go poorly-but what we can control is our response to those events.”


187. “Feedback is the breakfast of champions.”


188. “Making the development of people an equal partner with performance is a decision you make.”


189. “It’s more important as a manager to be respected than to be popular.”


190. “The world is less certain and predictable now. When there’s uncertainty, people raise spiritual issues.”


191. “Para quienes siguen a Jesús de Nazaret, el mandato para cada uno ya ha sido establecido y comunicado por el Padre a todos sus hijos: «Amarás al Señor tu Dios con todo tu corazón, y con toda tu alma, y con toda tu mente, y con todas tus fuerzas» y «A tu prójimo como a ti mismo» (Marcos 12.30-31).”


192. “People who do work that is meaningful to them are intrinsically motivated and find fulfillment through their own accomplishments.”


193. We have two choices every day: We can feel good about ourselves, or we can feel lousy about ourselves. Why would anyone choose the latter? ― Ken Blanchard


194. “Trust is what happens when values and behaviors match up.”


195. “The best minute you spend is the one you invest in people.”


196. “Take yourself seriously, but also take yourself lightly.”


197. The best minute I spend is the one I invest in people. ― Ken Blanchard


198. “We are not just our behavior. We are the person managing our behavior.”


199. “Servant-leader ship is all about making the goals clear and then rolling your sleeves up and doing whatever it takes to help people win. In that situation, they don’t work for you, you work for them.”


200. “Leadership is not about power. It’s not about control; it’s about helping people live according to the vision.”


201. “the most effective managers manage themselves and the people they work with so that both the people and the organization profit from their presence.”


202. “In the past a leader was a boss. Today's leaders must be partners with their people... they no longer can lead solely based on positional power.”


203. “A passionate activity is one you’re doing without regard for time.”


204. “Another aspect of competence,” Kathy continued, “involves transferable skills like planning, problem solving, and time management skills.”


205. “There's a difference between interest and commitment. When you're interested in doing something, you do it only when it's convenient. When you're committed to something, you accept no excuses - only results.”


206. A good life is built on strong, solid values such as integrity, love, honesty, and purposeful work. ― Ken Blanchard


207. “Empowerment requires a major shift in attitude. The most crucial place that this shift must occur is in the heart of every leader.”


208. “Trump is President. We're all fucked.”


209. “The key to successful leadership is influence, not authority.”


210. “Leadership is not something you do to people. It's something you do with people.”


211. “It’s been said that if you don’t toot your own horn, someone will come along and use it as a spittoon.”


212. “Empowerment means that people have the freedom to act. It also means that they are accountable for results.”


213. “After all, how can you be an effective manager unless you and your team are clear about goals and what good performance looks like?”


214. “We can’t control everything in life, that’s for sure, but we can reach out to the people we love and tell them we love and care about them.”


215. “Servant leadership is all about making the goals clear and then rolling your sleeves up and doing whatever it takes to help people win. In that situation, they don’t work for you, you work for them.”


216. “If you try to be an entrepreneur just to make money and not to satisfy the fire in your belly, you will fail.”


217. “If becoming a high performing organization is the destination, leadership is the engine.”


218. “Take a minute: look at your goals, look at your performance, see if your behavior matches your goals.”


219. “The greatest leaders mobilize others by coalescing people around a shared vision.”


220. “If you want to know why your people are not performing well, step up to the mirror and take a peek.”


221. “The best minute I spend is the one I invest in people.”


222. “There is nothing so unequal as the equal treatment of unequals. Friends”


223. “A truly great and enduring vision will extend beyond the leadership season of any one individual and be carried in the hearts and minds of those to whom it has been entrusted.”


224. “Goals begin behaviors, consequences maintain them.”


225. “Entering your day slowly--taking time to focus on what's most important to you--provides comfort, balance and peace of mind.”


226. “Before something can become a habit it must first be practiced as a discipline.”


227. “There is a lot of competition out there. If you don’t take care of your customers, somebody else is ready to take your place.”


228. “People have trouble admitting there are problems, but everyone has an area he or she would like”


229. “Humility does not mean you think less of yourself. It means you think of yourself less.”


230. “Una vez que se ha fijado la visión puede establecer las metas para responder a la pregunta: «¿En qué quiero que se concentre la gente ahora?»”


231. “Too many leaders act as if the sheep – their people – are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep.”


232. “There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when it’s convenient. When you’re committed to something, you accept no excuses – only results.”


233. “Humility does not mean you think less of yourself. It means you think of yourself less.”


234. “If you don’t toot your own horn, someone else will use it as a spittoon.”


235. “Learning to let go, to put the team’s will first, is an empowering experience that leads to the most wonderful of all experiences: being a member of a high-performing, gungho, high-five team. Remember, leadership is not all about you.”


236. “People should learn Less More and not More Less”


237. “A clear purpose will unite you as you move forward, values will guide your behavior, and goals will focus your energy.”


238. “Everyone is a Potential Winner. Some people are disguised as Losers, don't let their appearances Fool you.”


239. “What keeps us from being servant leaders? EGO. False pride and self doubt derail us. Humility and love are antidotes. Lead at a higher level!”


240. “When you lose track of time and sometimes feel like you're playing, not working, you know you're in the right job.”


241. The more attention you pay to a behavior, the more it will be repeated. Accentuating the positive and redirecting the negative are the best tools for increasing productivity. ― Ken Blanchard


242. “There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when it’s convenient. When you’re committed to something, you accept no excuses – only results.”


243. “Leading at a higher level is the process of achieving worthwhile results while acting with respect, care, and fairness for the well-being of all involved. It’s only when you realize that it’s not about you that you begin to lead at a higher level.”


244. “For a manager to be perceived as a positive manager, they need a four to one positive to negative contact ratio.”


245. “Leadership is anytime you seek to influence the thinking, behavior, or development of others.”


246. “As a manager the important thing is not what happens when you are there, but what happens when you are not there.”


247. “If people give me negative feedback or criticize something I do, I don’t interpret what they are saying as meaning that I am a “bad” person. The belief that I control my own self-esteem permits me to listen to and hear their feedback in a nondefensive way—looking to see if there is something I can learn.”


248. “Have I done what is really important today?”


249. There is a lot of competition out there. If you don’t take care of your customers, somebody else is ready to take your place. ― Ken Blanchard


250. “Isn’t it interesting that all these years later we are still naming kids Matthew, James, Sarah, and Mary, and we call our dogs Nero and Caesar? I rest my case.”


251. There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when it’s convenient. When you’re committed to something, you accept no excuses, only results. ― Ken Blanchard


252. “As Lily Tomlin once said, “The problem with a rat race is that even if you win, you’re still a rat.”


253. “great rule of thumb is to never say anything behind someone’s back that you wouldn’t say straight to the person’s face.”


254. “An effective leader will make it a priority to help his or her people produce good results in two ways: making sure people know what their goals are and doing everything possible to support, encourage, and coach them to accomplish those goals. Your role as a leader is even more important than you might imagine. You have the power to help people become winners.”


255. “Para los seguidores de Jesús, el liderazgo de servicio no es una opción; es un mandato.”


256. “When you touch, don't take. Touch the people you manage only when you are giving them something — reassurance, support, encouragement, whatever. Manipulation is getting people to do something they are either not aware of or don't agree to. That is why it is so important to let each person know up front what you are doing and why.”


257. “Some of the greatest advances happen when people are bold enough to speak their truth and listen to others speak theirs.”


258. “Learning is defined as a change in behavior. You haven't learned a thing until you take action and use it.”


259. “it would be a lot easier for me to do well if he gave me crystal-clear feedback on how I was doing.”


260. When good performance is followed by a positive response, people naturally want to continue that behavior. ― Ken Blanchard


261. “Knowing where you’re going is the first step to get there.”


262. “Attention is like sunshine to humans. What we give our attention to, grows. What we ignore, withers.”


263. “Congratulations offer more potential than cash. The amount of available cash is limited, but managers have an unlimited supply of congratulations. It’s important to pay people fairly, but managers also should heap on congratulations and feed people’s souls.”


264. “Anytime you use your influence to affect the thoughts and actions of others, you are engaging in leadership.”


265. “Asking for other’s guidance helps you see what you may not be able to see. It’s always important to check your ego and ask for help.”


266. We can’t always control what happens in our lives – things will go well, things will go poorly-but what we can control is our response to those events. ― Ken Blanchard


267. “80% of your really important results will come from 20% of your goals.”


268. “No one can make you serve customers well. That's because great service is a choice.”


269. “EMBODY THE VALUES To live in a fashion consistent


270. “Take what you do seriously but yourself lightly.”


271. “determination to make a difference, do worthwhile work, get good results, and, at the same time, have fun.”


272. “Don’t quack like a duck, soar like an eagle.”


273. “The most effective leaders know it's not about them - it's about serving their people and letting them shine!”


274. The key to successful leadership is influence, not authority. ― Ken Blanchard


275. “Business is like tennis. Those who serve well win.”


276. Take a minute: look at your goals, look at your performance, see if your behavior matches your goals. ― Ken Blanchard


277. “The people who work with you as their manager will look to you as one of their sources of wisdom”


278. “At work, and in life, too, you don’t have to catch a winner doing things right very often, because good performers catch themselves doing things right. But people who are learning benefit from praise and encouragement from others.”


279. “If you want your people to be responsible, be responsive to their needs.”


280. “I firmly believe that providing feedback is the most cost-effective strategy for improving performance and instilling satisfaction. It can be done quickly, it costs nothing, and it can turn people around fast.”


281. “When people know the leader cares about them and wants to help them grow, a new culture of trust and community develops, resulting in both high performance and great human satisfaction.”


282. “make a difference, do worthwhile work, get good results, and, at the same time, have fun.”


283. “The entrepreneur explained that she was having a hard time finding people who were willing to work as hard as she was. “I feel I have to do everything myself. I can’t count on anyone to take on some of the things that need to be done,” said the entrepreneur. “What you have to do,” said the One Minute Manager, “is learn to delegate.”


284. It’s more important as a manager to be respected than to be popular. ― Ken Blanchard


285. “Your game is only as good as your practice.”


286. “People who feel good about themselves produce good results”


287. “People in the community, they don't think less of themselves, they just think about themselves less.”


288. “Scripture is the holy Word from the holy God, delivered by holy men, to teach holy truths and to make people holy.”


289. “Leadership is an influence process where you empower people to be part of the solution. As a leader, do you want to serve or be served?”


290. “Trusting in Something Other Than God Another way you Edge God Out is when you trust in something other than the character and unconditional love of God as your source of security and self-worth. When you put your sense of security and self-worth in your intellect, your position, your performance, your possessions, or your business and personal contacts, you’re counting on things that are at-risk and temporary. Instead, you must place your trust in that which is sure and eternal: God’s care for you and the wisdom He provides about living in harmony with the rest of His creation.”


291. “El Plan del Nuevo Mánager al Minuto”


292. “Real communication happens when people feel safe.”


293. “Help People Reach Their Full Potential. Catch Them Doing Something Right.”


294. “There is a difference between interest and commitment. When you're interested in something, you do it only when it's convenient. When you're committed to something, you accept no excuses, only results.”


295. “People have trouble admitting there are problems, but everyone has an area he or she would like.”


296. “It’s unfair to be hard on yourself the first time you attempt something new. It is also unfair to expect others to meet such an unrealistic expectation.”


297. “To ensure that your work is also a play, I recommend that you develop a personal mission statement. This will help you find what it is to enjoy so much that you lose track of time when you're doing it.”


298. “Your role as a leader is even more important than you might imagine. You have the power to help people become winners.”


299. “Many people measure their success by wealth, recognition, power and status. There’s nothing wrong with those, but if that’s all you’re focused on, you’re missing the boat…if you focus on significance -using your time and talent to serve others -that’s when truly meaningful success can come your way.”


300. “Like water in a bucket, vision evaporates and must be constantly replenished—that is, communicated.”


301. “Effective team leaders adjust their style to provide what the group can’t provide for itself.”


302. “If you can't tell me what you'd like to be happening", he said, "you don't have a problem yet. You're just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening." (p.20)”


303. Your role as a leader is even more important than you might imagine. You have the power to help people become winners. ― Ken Blanchard


304. “I once heard profit is the applause you get for taking care of customers and your people.”


305. “Goals make clear what is most important to focus on, Praisings build confidence that helps you succeed, and Re-Directs address mistakes. And all three of these help people feel better about themselves and produce good results.”


306. “A person can serve without leading, but a leader can’t lead well without serving.”


307. “The best way to teach people is by telling a story”


308. “First let’s look at a model of Situational Leadership® II that shows a combination development level and leadership style.”


309. “Quality is simply giving people the product or service they really want and need.”


310. “People don’t mind being challenged to do better if they know the request is coming from a caring heart.”


311. “If you don't seek perfection, you can never reach excellence.”


312. “Vision comes alive when everyone sees where his or her contribution makes a difference.”


313. “Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn't good enough anymore. If you really want a booming business, you have to create Raving Fans.”


314. “Focusing on the negative often creates situations that demoralize people. When good performance is followed by a positive response, people naturally want to continue that behavior.”


315. “Learning is defined as a change in behavior. You haven’t learned a thing until you take action and use it.”


316. “Today, people look for more fulfillment in their work and their lives. They want to feel engaged and make a meaningful contribution. They’re less willing to trade time on the job to satisfy needs outside of work.”


317. “Effective managers,” he thought, “manage themselves and the people they work with


318. “Empowerment is all about letting go so that others can get going.”


319. “When things go wrong, weak leaders look for someone to blame. Servant leaders look in the mirror for what they could have done differently.”


320. “Vision is knowing who you are, where you’re going, and what will guide your journey.”


321. “I have never witnessed, nor will I live long enough to witness, a more simplistic crime than me stealing your identity.”


322. “A problem only exists if there is a difference between what is actually happening and what you desire to be happening.”


323. “El fruto del gran liderazgo de servicio se hace realidad cuando un líder busca traspasar a la generación siguiente de líderes los desafíos de su época con toda la sabiduría, conocimiento y recursos espirituales que pueda proveer.”

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