So, the three qualities of a workplace that would develop people would be information sharing, investing in the training of the workforce, and giving employees the ability to use their training and information to make decisions.

One cannot control the actions of others, but we are responsible for what we do. People say things such as, "I can't do this," "it is not really me," "this makes me uncomfortable," etc. People, simply put, opt out of playing the game or doing so in a way that will make them successful. So get over yourself, and do what you need to do - and what, by the way, others around you are doing, to become more powerful.

With respect to trust, people tell me that it is essential for organizational functioning. Maybe, but most surveys of trust find that trust in leaders is low and nonetheless, organizations role along quite nicely.

You are more likely to acquire power by narrowing your focus and applying your energies, like the sun's rays, to a limited range of activities in a small number of domains.

Doris Kearns Goodwin's Team of Rivals is instructive in painting a realistic portrayal of Lincoln and his methods for accomplishing his objectives. In fact, many good political biographies are useful in learning about power, strategy, and decision-making.

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.

People who don't have as much power as they would like often begin by attributing their difficulties to the environment - competitors, bosses, economic circumstances, and so forth. But in reality people are customarily their own biggest impediment to being as powerful as they would like.