The manager has a short-range view; the leader has a long-range perspective.

The first job of a leader is to define a vision for the organization...the capacity to translate vision into reality.

Perhaps the central task of the leader of leaders thus becomes the development of other leaders.

Leadership (according to John Sculley) revolves around vision, ideas, direction, and has more to do with inspiring people as to direction and goals than with day-to-day implementation. A leader must be able to leverage more than his own capabilities. He must be capable of inspiring other people to do things without actually sitting on top of them with a checklist.

Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure but embrace errors, knowing they will learn from them.

Without character, there is no credibility; and without credibility, there is no trust.

Almost without exception, members of great groups see themselves as winning underdogs, as a feisty David hurling fresh ideas at a big, backward-looking Goliath. They always have an "enemy."