You need self-control in an out-of-control world.

The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused.

A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable.

You must ask, "What do we mean by great results?" Your goals don't have to be quantifiable, but they do have to be describable. Some leaders try to insist, "The only acceptable goals are measurable," but that's actually an undisciplined statement. Lots of goals-beauty, quality, life change, love-are worthy but not quantifiable. But you do have to be able to tell if you're making progress.

The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.

People need BHAGs - big hairy audacious goals.

Managing your problems can only make you good, whereas building your opportunities is the only way to become great.