Carol S. Dweck Quotes

The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.

What's increasingly clear is that when you are open to a discussion of leadership, and you're relating it to your company, it is much easier to get people to become open.

If you want to be a leader whom people follow with absolute conviction, you have to be a likable leader. Tyrants and curmudgeons with brilliant vision can command a reluctant following for a time, but it never lasts. They burn people out before they ever get to see what anyone is truly capable of.

Leaders should always expect the very best of those around them. They know that people can change and grow.

Organizations that can diminish fear are those that are able to motivate, create, and innovate.

I don't mind sacrifice. I don't mind discipline. But a good coach allows people to blossom. I've seen that. I didn't have it.

No matter how good you think you are as a leader, my goodness, the people around you will have all kinds of ideas for how you can get better. So for me, the most fundamental thing about leadership is to have the humility to continue to get feedback and to try to get better - because your job is to try to help everybody else get better.

There are very few good examples of effective, nurturing leadership that unlocks people's potential or even enthusiasm.

I have spent a lifetime watching kids make mistakes because they were not trained or well led or properly motivated to do well. I never faulted the kids; rather, I saw opportunity to train, to motivate, to improve leadership - not to punish the individual.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

As with any skill, you have to work at leadership. Watch how the best do it, review what you've done, and look at what you might do.

Leadership is a journey - you never arrive.

I make sure when I direct that it's a very joy-based set that hopefully is filled with a lot of respect.

My role is to coach, encourage, inspire, motivate, and help people.

You have to look at leadership through the eyes of the followers and you have to live the message. What I have learned is that people become motivated when you guide them to the source of their own power and when you make heroes out of employees who personify what you want to see in the organization.

Power is the basic energy needed to initiate and sustain action or, to put it another way, the capacity to translate intention into reality and sustain it. Leadership is the wise use of this power: Transformative leadership.

The task of the leaders must be to provide or create for them a strong framework within which they can learn, work hard, be productive and be rewarded accordingly. And this is not easy to achieve.

The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change.

The rewards system is a powerful driver of behavior and therefore culture.

Talented performers flock to the best and brightest leaders, and these leaders in turn lift the lids off their people and uncork the latent talent inside of them.

Effective leadership is the only competitive advantage that will endure. That's because leadership has two sides- what a person is character and what a person does- competence.

No vision is worth the paper it's printed on unless it is communicated constantly and reinforced with rewards.

When you believe in people, you motivate them and release their potential.

A star wants to see himself rise to the top. A leader wants to see those around him rise to the top.

The successful leader does not talk down to people. He lifts them up.