Strong leaders don't plead with individuals to perform.

Afford each person the same respect, support, and fair treatment you would expect if your roles were reversed. Deal with people individually, not as objects who are part of a herd-that's the critical factor.

There is another side [to ego] that can wreck a team or an organization. That is being distracted by your own importance. It can come from your insecurity in working with others. It can be the need to draw attention to yourself in the public arena. It can be a feeling that others are a threat to your own territory. These are all negative manifestations of ego, and if you are not alert to them, you get diverted and your work becomes diffused. Ego in these cases makes people insensitive to how they work with others and it ends up interfering with the real goal of any group efforts.

Strength of will - is essential to your survival and success. The competitor who won't go away, who won't stay down, has one of the most formidable competitive advantages of all. In evaluating people, I prize ego. It often translates into a fierce desire to do their best and an inner confidence that stands them in good stead when things really get rough. Psychologists suggest that there is a strong link between ego and competitiveness. All the great performers I've ever coached had ego to spare.

Machines aren't replacing proofreaders at all. Copy editors, who proofread and much, much more, use spellcheck as a tool but read every word that appears in the paper

For me the starting point for everything - before strategy, tactics, theories, managing, organizing, philosophy, methodology, talent, or experience - is work ethic. Without one of significant magnitude, you're dead in the water.

Commit yourself to something you have a passion for.