High performance leaders capitalize on crises to galvanize the motivation and actions of people in the organization.

When the purge of teacher individualism is unrestrained, eccentricity, initiative and individuality become the casualties.

It is those who have the distinction of privilege who set the standards of disgust with failure.

Implementation of technological change must involve critics as well as advocates.

Courageous leadership is not fearless leadership. What makes you a leader is how you deal with your fears.

Blame and betrayal are the emotional enemies of improvement.

You cannot understand the teacher or their teaching without understanding the person the teacher is.