The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action-fast.

Common mission trap for companies: trying to be all things to all people at all times.

As leaders, we owe it to every employee to let them know where they stand in the organization.

If your CFO is more important than your CHRO (Chief Human Resource Officer) you're nuts!

Strategy is not a lengthy action plan. It is the evolution of a central idea through continually changing circumstances.

The art of managing and leading comes down to a simple thing. Determining and facing reality about people, situations, products, and then acting decisively and quickly on that reality. Think how many times we have procrastinated, hoped it would get better. Most of the mistakes you've made have been through not being willing to face into it, straight in the mirror that reality you find, then taking action on it. That's all managing is, defining and acting. Not hoping, not waiting fro the next plan. Not rethinking it. Getting on with it. Doing it. Defining and doing it.

You can't grow long-term if you can't eat short-term. Anybody can manage short. Anybody can manage long. Balancing those two things is what management is.