We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.

If you get the best people on your team, you've got plenty of time to do the things you like to do and can add more value to.

In difficult times your best must be hugged, loved, kissed, rewarded, paid - everything. And your worst must be the people that leave, because your best are going to take you to the next game.

Companies don't give job security. Only satisfied customers do.

Some people have better ideas than others; some are smarter or more experienced or more creative. But everyone should be heard and respected.

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.

The binders, the charts, the grids may seem formidable, but the meetings themselves are built around informality, trust, emotion and humor.