Great leaders understand that historical success tends to produce stable and inwardly focused organizations, and these outfits, in turn, reinforce a feeling of contentment with the status quo.

Complacency is almost always the product of success or perceived success

Motivation and inspiration energize people, not by pushing them in the right direction as control mechanisms do but by satisfying basic human needs for achievement, a sense of belonging, recognition, self-esteem, a feeling of control over one's life, and the ability to live up to one's ideals. Such feelings touch us deeply and elicit a powerful response.

Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level. You need to surprise people with something that disturbs their view that everything is perfect.

Valued achievements connect to people at a deeper level—and a deeper level can change behavior that is generally very difficult to change.

Over the years I have become convinced that we learn best - and change - from hearing stories that strike a chord within us ... Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.

Motivation is not a thinking word; it's a feeling word.