150 Inspirational Max De Pree Quotes On Leadership
1. We cannot become what we need to be by remaining what we are
2. “In some South Pacific cultures, a speaker holds a conch shell as a symbol of temporary position of authority. Leaders must understand who holds the conch that is, who should be listened to and when.”
3. Without forgiveness, there can be no real freedom to act within a group
4. “(Productive Workers + Innovative Products = Industry Leadership, no?)”
5. “There may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn to practice the art of communication.
6. “In the end, it is important to remember that we cannot become what we need to be, by remaining what we are.”
7. “The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader. Concepts”
8. “Jazz, like leadership, combines the unpredictability of the future with the gifts of individuals.
9. “Notice I did not say what people can do--what we can do is merely a consequence of what we can be.”
10. “The leader is the servant who removes the obstacles that prevent people from doing their jobs.”
11. “We can choose to see life as a series of trials and tribulations, or we can choose to see life as an accumulation of treasures.
12. “When trust permeates a ministry, great things are possible, not the least of which is an opportunity to reach the ministry’s potential.”
13. “The key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential…the needs of the team are best met when we meet the needs of individual persons.”
14. “Trust cannot be bought or commanded, inherited or enforced. To maintain it, leaders must continually earn it.”
15. We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing, and inclusion
16. “I don’t come with the wheelchair. The wheelchair comes with me.”
17. “In the end, it is important to remember that we cannot become what we need to be by remaining what we are.”
18. “A friend of mine characterizes leaders simply like this: Leaders don’t inflict pain. They bear pain.”
19. “Integrity in all things precedes all else. The open demonstration of integrity is essential.
20. “We can accomplish more together than we can alone.”
21. “When we think about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very far as a group. By ourselves, we suffer serious limitations. Together we can be something wonderful.”
22. “Change without continuity is chaos. Continuity without change is sloth-and very risky.
23. The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?
24. “No question about it: potential is wrapped in great mystery. Like rainbows, which are really circles-we see only the upper halves, the horizon hides the rest-potential never reveals its entirety.
25. “The signs of outstanding leadership appear primarily among the followers.”
26. We are alone, absolutely alone on this chance planet; and amid all the forms of life that surround us, not one, excepting the dog has made an alliance with us
27. “Leadership is much more an art, a belief, a condition of the heart, than a set of things to do.”
28. “We see a decline of civility, and, sadly, it’s often modeled by the very people from whom we have the least right to expect it.”
29. “Earning trust is not easy, nor is it cheap, nor does it happen quickly. Earning trust is hard and demanding work. Trust comes only with genuine effort, never with a lick and a promise.
30. “There may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn to practice the art of communication.”
31. “Understanding and accepting diversity enables us to see that each of us is needed.. It also enables us to begin to think about being abandoned to the strengths of others, of admitting that we cannot know or do everything.”
32. The first responsibility of a leader is to define reality
33. “Leadership is like third grade: it means repeating the significant things.
34. Leaders should leave behind them assets and a legacy
35. “In the end, it is important to remember that we cannot become what we need to be by remaining what we are.
36. “By ourselves we suffer serious limitations. Together we can be something wonderful.”
37. “We talk about the quality of product and service. What about the quality of our relationships and the quality of our communications and the quality of our promises to each other?”
38. “Leaders don’t inflict pain – they share pain.
39. “Leaders should leave behind them assets and a legacy.
40. “The simple act of recognizing diversity in corporate life helps us to connect the great variety of gifts that people bring to the work and service of the corporation.”
41. “We cannot become what we need to be by remaining what we are.”
42. “We can go through anything because Jesus goes before us.
43. “Leaders who keep promises and followers who respond in kind create an opportunity generate enormous energy around their commitment to serve others.”
44. “We are alone, absolutely alone on this chance planet; and amid all the forms of life that surround us, not one, excepting the dog has made an alliance with us.
45. From a leader’s perspective, the most serious betrayal has to do with thwarting human potential, with quenching the spirit, with failing to deal equitably with each other as human beings
46. A team of giants needs giant pitchers who throw good ideas but every pitcher needs an outstanding catcher. Without giant catchers, the ideas of the giant pitchers may eventually disappear
47. “The first responsibility of a leader is to define reality.
48. Innovation is the lifeblood of an organization. Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations
49. Management has a lot to do with answers. But leadership is a function of questions. And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?' but 'Who do we intend to be?'
50. “History can’t be left to fend for itself. For when it comes to history and beliefs and values, we turn our future on the lathe of the past.
51. To be a leader means, especially, having the opportunity to make a meaningful difference in the lives of those who permit leaders to lead
52. “From a leader’s perspective, the most serious betrayal has to do with thwarting human potential, with quenching the spirit, with failing to deal equitably with each other as human beings.
53. “Leaders don’t inflict pain – they share pain.”
54. “A friend of mine characterizes leaders simply like this: Leaders don’t inflict pain. They bear pain.
55. In some South Pacific cultures, a speaker holds a conch shell as a symbol of temporary position of authority. Leaders must understand who holds the conch-that is, who should be listened to and when
56. “Without forgiveness, there can be no real freedom to act within a group.”
57. “Sometimes we think we're a little too gifted to show up, yo uknow. But none of us truly is...By avoiding risk we really risk what's most important in life---reaching toward growth, our potential, and a true contribution to a common good.”
58. “The first responsibility of a leader is to define reality.”
59. We talk about the quality of product and service. What about the quality of our relationships and the quality of our communications and the quality of our promises to each other?
60. “We can go through anything because Jesus goes before us.”
61. There may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn to practice the art of communication
62. “We can teach ourselves to see things the way they ARE. Only with vision can we begin to see things the way they CAN BE.”
63. “Innovation is the lifeblood of an organization. Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of
64. Leadership is much more an art, a belief, a condition of the heart, than a set of things to do
65. “To be a leader means, especially, having the opportunity to make a meaningful difference in the lives of those who permit leaders to lead.
66. “A whale is as unique as a cactus. But don’t ask a whale to survive Death Valley. We all have special gifts. Where we use them and how determines whether we actually complete something.”
67. “Change without continuity is chaos. Continuity without change is sloth-and very risky.”
68. “Trust cannot be bought or commanded, inherited or enforced. To maintain it, leaders must continually earn it.
69. “Productive Workers + Innovative Products = Industry Leadership, no?”
70. “In most vital organizations, there is a common bond of interdependence, mutual interest, interlocking contributions, and simple joy.”
71. “A team of giants needs giant pitchers who throw good ideas but every pitcher needs an outstanding catcher. Without giant catchers, the ideas of the giant pitchers may eventually disappear.
72. Understanding and accepting diversity enables us to see that each of us is needed.. It also enables us to begin to think about being abandoned to the strengths of others, of admitting that we cannot know or do everything
73. “By ourselves we suffer serious limitations. Together we can be something wonderful.
74. “Leadership is liberating people to do what is required of them in the most effective and humane way possible.
75. “Everyone in a successful organization must be willing and ready to risk. Risk is like change; it's not a choice.”
76. “We cannot avoid growing old; but we can avoid growing cold.”
77. “Intimacy is at the heart of competence. It has to do with understanding, with believing, and with practice. It has to do with the relationship to one's work.”
78. “A team of giants needs giant pitchers who throw good ideas but every pitcher needs an outstanding catcher. Without giant catchers, the ideas of the giant pitchers may eventually disappear.”
79. Leadership is liberating people to do what is required of them in the most effective and humane way possible
80. “Leaders should be able to Stand Alone, Take the Heat, Bear the Pain, Tell the Truth, and Do What's Right”
81. “We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing, and inclusion.
82. “Above all, leadership is a position of servanthood.”
83. “Leadership is like third grade: it means repeating the significant things.”
84. “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.
85. “Integrity in all things precedes all else. The open demonstration of integrity is essential.”
86. “Leaders who keep promises and followers who respond in kind create an opportunity generate enormous energy around their commitment to serve others.
87. “We talk about the quality of product and service. What about the quality of our relationships and the quality of our communications and the quality of our promises to each other?
88. “The greatest thing is, at any moment, to be willing to give up who we are in order to become all that we can be.
89. “A friend of mine characterizes leaders simply like this: Leaders don't inflict pain. They bear pain.”
90. “Earning trust is not easy, nor is it cheap, nor does it happen quickly. Earning trust is hard and demanding work. Trust comes only with genuine effort, never with a lick and a promise.”
91. History can’t be left to fend for itself. For when it comes to history and beliefs and values, we turn our future on the lathe of the past.
92. “Trust grows when people see leaders translate their personal integrity into organizational fidelity. At the heart of fidelity lies truth-telling and promise-keeping.
93. “From a leader’s perspective, the most serious betrayal has to do with thwarting human potential, with quenching the spirit, with failing to deal equitably with each other as human beings.”
94. “Intimacy is at the heart of competence. It has to do with understanding, with believing, and with practice. It has to do with the relationship to one’s work.
95. “We do not grow by knowing all of the answers, but rather by living with the questions.”
96. “The key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential...the needs of the team are best met when we meet the needs of individual persons.”
97. “When things go awry, trust powers the generators until the problem is fixed.”
98. “We can choose to see life as a series of trials and tribulations, or we can choose to see life as an accumulation of treasures.”
99. “We need to give each other the space to grow, to be ourselves, to exercise our diversity. We need to give each other space so that we may both give and receive such beautiful things as ideas, openness, dignity, joy, healing, and inclusion.”
100. “The leader is the servant who removes the obstacles that prevent people from doing their jobs.
101. “In some South Pacific cultures, a speaker holds a conch shell as a symbol of temporary position of authority. Leaders must understand who holds the conch-that is, who should be listened to and when.
102. “The art of leadership, as Max says, is “liberating people to do what is required of them in the most effective and humane way possible.” Thus, the leader is the “servant” of his followers in that he removes the obstacles that prevent them from doing their jobs. In short, the true leader enables his or her followers to realize their full potential.”
103. “Leaders should leave behind them assets and a legacy.”
104. Everyone in a successful organization must be willing and ready to risk. Risk is like change; it’s not a choice
105. Leaders who keep promises and followers who respond in kind create an opportunity generate enormous energy around their commitment to serve others.
106. We cannot become what we want to be by remaining what we are
107. “To be a leader means, especially, having the opportunity to make a meaningful difference in the lives of those who permit leaders to lead.”
108. Jazz, like leadership, combines the unpredictability of the future with the gifts of individuals
109. Resist the urge to structure all things alike.”
110. “We can accomplish more together than we can alone.
111. “Understanding the diversity of our gifts enables us to begin taking the crucial step of trusting each other.
112. The greatest thing is, at any moment, to be willing to give up who we are in order to become all that we can be
113. “Leaders are also responsible for future leadership. They need to identify, develop, and nurture future leaders.”
114. “The signs of outstanding leadership appear primarily among the followers.
115. “Trust comes only with genuine effort, never with a lick and a promise.”
116. “Leaders should be able to Stand Alone, Take the Heat, Bear the Pain, Tell the Truth, and Do What’s Right.”
117. “Above all, leadership is a position of servanthood.
118. “Channeled correctly and integrated properly, our diversity can be our greatest strength.”
119. “In some South Pacific cultures, a speaker holds a conch shell as a symbol of temporary position of authority. Leaders must understand who holds the conch-that is, who should be listened to and when.”
120. The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant
121. “Everyone in a successful organization must be willing and ready to risk. Risk is like change; it’s not a choice.”
122. “Understanding the diversity of our gifts enables us to begin taking the crucial step of trusting each other.”
123. “The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader.”
124. “The greatest thing is, at any moment, to be willing to give up who we are in order to become all that we can be.”
125. “When we think about the people with whom we work, people on whom we depend, we can see that without each individual, we are not going to go very far as a group. By ourselves, we suffer serious limitations. Together we can be something wonderful.
126. “The art of leadership, as Max says, is “liberating people to do what is required of them in the most effective and humane way possible.” Thus, the leader is the “servant” of his followers in that he removes the obstacles that prevent them from doing their jobs.”
127. “Jazz, like leadership, combines the unpredictability of the future with the gifts of individuals.”
128. “We cannot avoid growing old; but we can avoid growing cold.
129. “We cannot become what we want to be by remaining what we are.”
130. “We are alone, absolutely alone on this chance planet; and amid all the forms of life that surround us, not one, excepting the dog has made an alliance with us.”
131. “Trust grows when people see leaders translate their personal integrity into organizational fidelity. At the heart of fidelity lies truth-telling and promise-keeping.”
132. “We do not grow by knowing all of the answers, but rather by living with the questions.
133. “When trust permeates a ministry, great things are possible, not the least of which is an opportunity to reach the ministry’s potential.
134. “The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?”
135. “Only a group of people who share a body of knowledge and continually learn together can stay vital and viable.”
136. Leaders should be able to Stand Alone, Take the Heat, Bear the Pain, Tell the Truth, and Do What’s Right
137. “No question about it: potential is wrapped in great mystery. Like rainbows, which are really circles-we see only the upper halves, the horizon hides the rest-potential never reveals its entirety.”
138. “The simple act of recognizing diversity in corporate life helps us to connect the great variety of gifts that people bring to the work and service of the corporation.
139. “Everyone in a successful organization must be willing and ready to risk. Risk is like change; it’s not a choice.
140. “When things go awry, trust powers the generators until the problem is fixed.
141. “A short term view will lead to a partial and perhaps twisted view of the whole picture. A crucial element may be missing. We may not be running the entire race. A friend of mine described a colleague as great at running the "ninety-five yard dash." That is a distinction I can do without. Lacking the last five yards makes the first ninety-five pointless. In fact, serious runners thing of it as a 110 yard dash so that no one will best them in the last few yards. You've got to think beyond the whole.”
142. “Leaders should be able to Stand Alone, Take the Heat, Bear the Pain, Tell the Truth, and Do What’s Right”
143. “Intimacy is at the heart of competence. It has to do with understanding, with believing, and with practice. It has to do with the relationship to one’s work.”
144. “Leadership is liberating people to do what is required of them in the most effective and humane way possible.”
145. “Innovation is the lifeblood of an organization. Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations.”
146. Trust cannot be bought or commanded, inherited or enforced. To maintain it, leaders must continually earn it.
147. “History can’t be left to fend for itself. For when it comes to history and beliefs and values, we turn our future on the lathe of the past.”
148. “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.”
149. “The signs of outstanding leadership appear primarily among the followers. Are the followers reaching their potential? Are they learning? Serving? Do they achieve the required results? Do they change with grace? Manage conflict?
150. “A whale is as unique as a cactus. But don't ask a whale to survive Death Valley. We all have special gifts. Where we use them and how determines whether we actually complete something.”
151. “A whale is as unique as a cactus. But don’t ask a whale to survive Death Valley. We all have special gifts. Where we use them and how determines whether we actually complete something.
152. We cannot avoid growing old; but we can avoid growing cold
153. “Leaders should be able to Stand Alone, Take the Heat, Bear the Pain, Tell the Truth, and Do What’s Right.
154. “Without forgiveness, there can be no real freedom to act within a group.
155. We can go through anything because Jesus goes before us
156. “In addition to all of the ratios and goals and parameters and bottom lines, it is fundamental that leaders endorse a concept of persons. This begins with an understanding of the diversity of people's gifts and talents and skills. Recognizing diversity gives us the chance to provide meaning, fulfillment and purpose, which are not to be relegated solely to private life any more than such things as love, beauty and joy. The art of leadership lies in polishing and liberating and enabling those gifts.”
157. “We can teach ourselves to see things the way they ARE. Only with vision can we begin to see things the way they CAN BE.
158. A whale is as unique as a cactus. But don’t ask a whale to survive Death Valley. We all have special gifts. Where we use them and how determines whether we actually complete something
159. “Leadership is much more an art, a belief, a condition of the heart, than a set of things to do.
160. “The first responsibility of a leader is to define reality. The last is to say thank you.”
161. The signs of outstanding leadership appear primarily among the followers
162. “Trust comes only with genuine effort, never with a lick and a promise.
