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

I believe that in any initiative, you can't have a flavor of the month. When you believe something is profound in a company, you can not be a logical leader. You have to go to the lunatic fringe. There is no way that logic is what you need to change people.

Insecure managers create complexity. Frightened, nervous managers use thick convoluted planning books and busy slides filled with everything they’ve known since childhood……. They worry that if they’re simple, people will think they’re simple minded. In reality, of course, it’s just the reverse. Clear, tough minded people are the most simple.

When employees underperform, a leader tells them so.

Number one, cash is king... number two, communicate... number three, buy or bury the competition.

Stretch targets energize. We have found that by reaching for what appears to be the impossible, we often actually do the impossible; and even when we don't quite make it, we inevitably wind up doing much better than we would have done.

The thing it taught me was that winning's a helluva lot more fun than losing. It also taught me that the team with the best players that worked together the best wins.