I wanted to change the rules of engagement, asking for more- from fewer. I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.

Don't make the process harder than it is.

"Every leader makes mistakes, every leader stumbles and falls. The question with a senior level leader is, does she learn from her mistakes, regroup, and then get going again with renewed speed, conviction and confidence?"

You measure your people and you take action on those that don't measure up.

No company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.

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.

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.