The manager administers; the leader innovates. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his eye on the bottom line; the leader has his eye on the horizon. The manager accepts the status quo; the leader challenges it.
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In peace, competition had become difficult, until the British ship owner cried for war; yet he already felt, without acknowledging it even to himself, that in war he was likely to enjoy little profit or pleasure on the day when the long, low, black hull of the Yankee privateer, with her tapering, bending spars, her long-range guns, and her sharp-faced captain, should appear on the western horizon, and suddenly, at the sight of heavy-lumbering British merchantman, should fling out her white wings of canvas, and fly down on her prey.
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The inspections started in 1991, right after the Gulf War. One of the conditions for the ceasefire was that Iraq had to do away with all of its weapons of mass destruction - biological, chemical and nuclear weapons and long-range missiles.
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There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction.
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You need to have enough immediate profits that you can finance the long-range growth without diluting the stock.
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Long-range planning works best in the short term
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You must have long range goals to keep you from being frustrated by short range failures.
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The manager has a short-range view; the leader has a long-range perspective.
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There are risks and costs to action. But they are far less than the long range risks of comfortable inaction.
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The only way to reach your long range goals is through achieving your short range objectives.
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