The moment you feel the need to tightly manage someone, you've made a hiring mistake. The best people don't need to be managed. Guided, taught, led-yes. But not tightly managed.

Mediocrity results first and foremost from management failure, not technological failure.

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

The critical question is not whether you'll have luck, but what you do with the luck that you get.

It's more important than ever to define yourself in terms of what you stand for rather than what you make, because what you make is going to become outmoded faster than it has at any time in the past. ...hang on to the idea of who you are as a company, and focus not on what you do, but on what you could do. By being really clear about what you stand for and why you exist, you can see what you could do with a much more open mind. You enhance your ability to adapt to change.

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.

Start a 'Stop Doing' list. I'll leave it as an existential dilemma on whether to put that task on your To Do list