I believe social responsibility begins with a strong, competitive company. Only a healthy enterprise can improve and enrich the lives of people and their communities.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

We know where most of the creativity, the innovation, the stuff that drives productivity lies - in the minds of those closest to the work.

If you can't energize others, you can't be a leader.

If you managed a baseball team, would you listen more closely to the team accountant or the director of player personnel?

Managers often hold on to resisters because of a specific skill set or because they've been around for a long time. Don't.

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.