Being memorable equals getting picked.

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.

Advocates of knowledge management as the next big thing have advanced the proposition that what companies need is more intellectual capital. While that is undeniably true, its only partly true. What those advocates are forgetting is that knowledge is only useful if you do something with it.

The individual attributes of warmth and competence are often perceived to be negatively correlated. That doesn't mean they actually are, but that's how people perceive the world. So, cruel people, those who gave negative book reviews, for instance, were seen as less likeable but as more intelligent.

We need economic policies in the U.S. that produce jobs, first of all, but good jobs, second of all. Believe it or not, Germany, a country characterized by high wages, strong unions, a social safety net, and so forth is the second largest exporter (after China) in the world. The idea that the only way to succeed is by eliminating vacations, sick days, worker protections, and so forth is simply belied by the competitiveness rankings produced by the Economist magazine's intelligence unit and by the World Economic Forum.

Take care of your customers, and you will have a successful business. Don't, and you won't. The airlines need to figure this out - soon.

I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.