The great myth is the manager as orchestra conductor. It's this idea of standing on a pedestal and you wave your baton and accounting comes in, and you wave it somewhere else and marketing chimes in with accounting, and they all sound very glorious. But management is more like orchestra conducting during rehearsals, when everything is going wrong.

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

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.

Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.

Management and leadership are not separate spheres. The two skills work together in the larger realm of “communityship.

Organizations are communities of human beings, not collections of human resources

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.