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.

Never set out to be the best. It's too low a standard. Set out to be good. Do Your best.

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.

What we call a financial crisis is really at its core a crisis of management, and not just a crisis of management, but a crisis of management culture. ...In other words, what you had is a detachment of people who know the business from people who are running the business.

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

Organizational effectiveness does not lie in that narrow minded concept called rationality. It lies in the blend of clearheaded logic and powerful intuition

Leadership, like swimming, cannot be learned by reading about it.