Learning is not doing; it is reflecting on doing.

We have great managers who havent spent a day in management school. Do we have great surgeons that havent spent a day in surgical school?

An obsession with control generally seems to reflect a fear of uncertainty.

Managers who don't lead are quite discouraging, but leaders who don't manage don't know what's going on. It's a phony separation that people are making between the two.

Organizations should be built and managers should be functioning so people can be naturally empowered. If someone's doing their job, if someone's working in one of your warehouses, say, they should know their job better than anybody. They don't need to be 'empowered,' but encouraged and left alone to be able to do what they know best.

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

Strategy is not the consequence of planning, but the opposite: its starting point.