. . . the world is filled with the kind of customers who deserve the care and attention I advocate, and I'd be willing to jump through hoops to win and keep them.

Good people need room to develop. They have to find their own voice . . . each IBMer is a businessperson working within the framework of the company structure.

Sometimes the manager must perform with the courage and agility of a circus performer, carefully crossing the highwire between short-term problems and long-term objectives.

Don't make misrepresentations to anyone you deal with. If you believe the other person may have misunderstood you, correct any misunderstanding you find exists. Honesty is integral to ethical behavior, and trustworthiness is essential for good, lasting relationships.

. . . top management should spend 40 to 50 percent of its time educating and motivating its people . . .

We depend on you to do the right thing; right for both you and the company. It is no exaggeration to say that IBM's reputation is in your hands.

While every body wants it, most don't want to give it.