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.

Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process.

To paraphrase the late management thinker and writer, Peter Drucker, thinking is hard work, which is why so few people (including actually senior managers) do it. Once there is some "conventional," seemingly-reasonable story, people just accept it and don't ask, "is this actually true? Is it consistent with the data?" And this extends to the highest reaches of organizational life.

People will envy you to the extent that you start out with a group of people and you rise up the organization faster than them. Get over what your peers are thinking about you because your peers are also your competitors.

The single most significant change has been the globalization of labor markets. Product markets - trade in goods - have been globalizing for years. But now, with the reduction in communication expenses and the building of all sorts of IT infrastructure, essentially any job can be done almost anywhere.

To become "memorable" do things that are somewhat unexpected. Dress, or talk, in ways that draw attention. And mostly, don't follow all the "rule for behavior" so closely.

The best path to power combines two things: 1) a path that not many are taking and 2) something that you are capable and comfortable with doing.