A leader has to be one of two things: he either has to be a brilliant visionary himself, a truly creative strategist, in which case he can do what he likes and get away with it; or else he has to be a true empowerer who can bring out the best in others.

To 'turn around' is to end up facing the same way. Maybe that is the problem, all the turning organizations around.

An enterprise is a community of human beings, not a collection of "human resources".

The prime occupational hazard of a manager is superficiality.

What I have against M.B.A.s is the assumption that you come out of a two-year program probably never having been a manager - at least for full-time younger people M.B.A. programs - and assume you are ready to manage.

That is the trouble with flying: We always have to return to airports. Thank of how much fun flying would be if we didn't have to return to airports.

If the private sectors are about markets and the public sectors are about governments, then the plural sector is about communities.