Many companies believe incentives, financial incentives, are the answer to every problem or issue. But people are motivated by much more than money. In particular, people like to feel good about themselves and maintain their self-esteem. If companies spent more time working on people's feelings of self-worth, they wouldn't have to try, often unsuccessfully, to bribe people to do work.

Doing the right thing is important, which is where strategy comes in. But doing that thing well—execution—is what sets companies apart. After all, every football play is designed to go for a huge gain. The reason it doesn’t is because of execution—people drop balls, miss blocks, go to the wrong place, and so forth. So, success depends on execution—on the ability to get things done.

Volumes in the series on Lyndon Johnson, including Master of the Senate and The Path Power, describe how Johnson created resources out of nothing and built a substantial power base.

I do not think anyone who ever saw Lyndon Johnson give a speech would call him charismatic, even though he was one of the most effective presidents in U.S. history. Same with Lincoln. Charisma is only one source of power, and probably not a very important one, at that.

My overall recommendation: for decades corporate policy manuals and HR departments have told people they are responsible for their own careers. It's about time people really heeded those warnings.

Trust is about keeping commitments, but in many instances, circumstances change and organizations therefore shed commitments, things such as retiree medical benefits, pension obligations, and even employees without much remorse or maybe even hesitation.

Being memorable equals getting picked.