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Ronald A. Heifetz Biography

Ronald A. Heifetz

Ronald Heifetz (born February 7, 1951) is the King Hussein bin Talal Senior Lecturer in Public Leadership, Founding Director of the Center for Public Leadership at the John F. Kennedy School of Government, Harvard University, and co-founder of Cambridge Leadership Associates.

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Ronald A. Heifetz Quotes

Your behavior reflects your actual purposes.

Actual, Behavior, Purpose, Purposes, Reflects

If you find what you do each day seems to have no link to any higher purpose, you probably want to rethink what you're doing.

Purpose, Each Day, Links, Higher, Rethink, Probably

But to practice leadership, you need to accept that you are in the business of generating chaos, confusion, and conflict

Accept, Confusion, Generating, Leadership, Needs, Practice

Knowing how the environment is pulling your strings and playing you is critical to making responsive rather than reactive moves.

Environment, Knowing, Moving, Responsive, Strings

Values are shaped and refined by rubbing against real problems, and people interpret their problems according to the values they hold.

According, People, Problem, Real, Refined, Rubbing

The improvisational ability to lead adaptively relies on responding to the present situation rather than importing the past into the present and laying it on the current situation like an imperfect template.

Past, Imperfect, Currents, Template, Responding, Importing

What people resist is not change per se, but loss.

Change, Loss, People, Per

Exercising leadership is an expression of your aliveness. . . But when you cover yourself up, you risk losing something as well. In the struggle to save yourself, you can give up too many of those qualities that are the essence of being alive, like innocence, curiosity, and compassion.

Exercise, Expression, Giving Up, Like, Qualities, Struggle

I think that notion of leadership is bankrupt.

Thinking, Notion, Think, Bankrupt, Leadership

Attention is the currency of leadership.

Attention, Currency, Leadership

Conflict is the primary engine of creativity and innovation. People don't learn by staring into a mirror; people learn by encountering difference.

Creativity, Engine, Leadership, Mirrors, Primary

Conflict is the primary engine of creativity and innovation.

Creativity, Innovation, Conflict, Primary

Progress on problems is the measure of leadership; leaders mobilize people to face problems, and communities make progress on problems because leaders challenge them and help them to do so.

Community, Face, Help, Leadership, Measure, People

Stay diagnostic even as you take action.

Action, Diagnostic, Stay, Take

Exercising adaptive leadership is about giving meaning to your life beyond your own ambition.

Adaptive, Ambition, Exercise, Exercising, Giving, Meaning

Worry not that your child listens to you; worry most that they watch you.

Children, Worry, Watches, Watch, Listens, Child

Your inspiration taps hidden reserves of promise that sustain people through times that induce despair. You enable people to envision a future that sustains the best from their past while also holding out new possibilities.

Inspiration, Past, People, Sustains, Sustain, Enable

Yesterday's adaptations are today's routines.

Yesterday, Today, Adaptation, Adaptations, Routines

And leadership then is about mobilizing and engaging the people with the problem rather than trying to anesthetize them so you can go off and solve it on your own.

People, Problem, Solve, Trying

The activity of interpreting might be understood as listening for the 'song beneath the words.

Activity, Listening, Might, Song, Words