WG
Warren G. Bennis
139quotes
Warren G. Bennis
Organizational Leadership Expert and Thinker
Full Name and Common Aliases
Warren Gamaliel Bennis was born on March 8, 1925. He is often referred to by his initials, W.G.B.
Birth and Death Dates
March 8, 1925 - July 31, 2014
Nationality and Profession(s)
American, Organizational Consultant, Author, Academic Administrator
Early Life and Background
Warren G. Bennis was born in Brooklyn, New York, to a family of modest means. His early life was marked by hardship, as his father died when Warren was just eight years old. Despite these challenges, he demonstrated an innate curiosity and talent for leadership from a young age. He attended the University of Wisconsin-Madison and later transferred to the University of California, Los Angeles (UCLA), where he earned his Bachelor's degree in 1945.
Major Accomplishments
Throughout his illustrious career, Warren G. Bennis achieved numerous milestones that cemented his status as a leading expert on organizational leadership and management. Some of his most notable accomplishments include:
Founding the Leadership Institute: In 1969, Bennis co-founded the Center for Organizational Development at UCLA's Graduate School of Management (now known as the Marshall Goldsmith Leadership Library), which later became the core of the Leadership Institute.
Establishing the Executive Education Program: He also spearheaded the development of UCLA's executive education program, offering top-tier training to business leaders and executives worldwide.
Notable Works or Actions
Warren G. Bennis' contributions extend beyond his professional accomplishments. Some notable works include:
"The Art of Leadership" (1989): A book that introduced a fresh perspective on leadership development.
"On Becoming a Leader" (1989): Another influential book, this one focused on the process of transformation from an individual contributor to a leader.
* "Geeks and Geezers" (2007): Co-authored with Robert B. Thomas, exploring leadership styles through a unique generational lens.
Impact and Legacy
Warren G. Bennis' influence extends far beyond his numerous publications and professional accomplishments. He played a pivotal role in shaping modern organizational thought and has inspired generations of leaders worldwide. His groundbreaking work on leadership development, strategic thinking, and the importance of fostering a learning organization has left an indelible mark on the business world.
Why They Are Widely Quoted or Remembered
Warren G. Bennis' quotes are often sought after because they encapsulate wisdom gained from his extensive experience as an organizational consultant, author, and thought leader. His observations on leadership, innovation, and change have proven timeless and universal, resonating with leaders across various industries.
Quotes by Warren G. Bennis
Warren G. Bennis's insights on:
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Growing other leaders from the ranks isn’t just the duty of the leader, it’s an obligation.
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A promising junior executive of IBM was involved in a risky venture for the company and managed to lose over $10 million in the gamble. It was a disaster. When Watson called the nervous executive into his office, the young man blurted out, ‘I guess you want my resignation?’ Watson said, ‘You can’t be serious. We’ve just spent $10 million educating you!
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One thing Great Groups do need is protection. Great Groups do things that haven’t been done before. Most corporations and other traditional organizations say they want innovation, but they reflexively shun the untried. Most would rather repeat a past success than gamble on a new idea. Because Great Groups break new ground, they are more susceptible than others to being misunderstood, resented, even feared. Successful.
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In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists.
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The first step in becoming a leader, then, is to recognize the context for what it is – a breaker, not a maker; a trap, not a launching pad; an end, not a beginning – and declare your independence.
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The ideal boss for a growing leader is probably a good boss with major flaws, so that one can learn all the complex lessons of what to do and what not to do simultaneously.
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If I were to give off-the-cuff advice to anyone trying to institute change, I would say, “How clear is the metaphor?”
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Recognize the skills and traits you don’t possess, and hire the people who have them.
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Learning to be an effective leader is no different than learning to be an effective person. And that’s the hard part.
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