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

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.

At IBM everybody sells! Every employee has been trained to think that the customer comes first - everybody from the CEO, to the people in finance, to the receptionists, to those who work in manufacturing.

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.

IBM doesn't want its people to get frustrated and restless because it has them reaching for carrots they can't quit

There are countless ways of achieving greatness, but any road to achieving one's maximum potential must be built on a bedrock of respect for the individual, a commitment to excellence, and a rejection of mediocrity.

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