Knowledge is only useful if you do something with it.

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.

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.

Today, if the CEO thinks it's a good idea, it's done everywhere; if the CEO thinks it's a bad idea, it's done nowhere. We ought to be more agnostic and open to learning things that we didn't expect - and the only way to do that is to try things and be open-minded about how well they are working. And third, evidence-based management involves reading and learning - just like doctors do - and to do so not just in school but afterward, as well.

Part of strategy is figuring out what you're good at, figuring out what you're not good at, and then getting yourself in position to succeed by doing mostly what you have a competitive advantage doing.

Personal growth and professional development require mostly being treated like an adult, which is pretty much the opposite of what happens in most workplaces. People need to be able to make decisions. To do that effectively, they need information and training in how to use it.