Great leaders motivate large groups of individuals to improve the human condition.

People change what they do less because they are given an analysis that shifts their thinking than because they are shown a truth that influences their feelings.

In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself. If the culture you have is radically different from an experiment and take-risk culture, then you have a big change you going to have to make—and no little gimmicks are going to do it for you.

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.

No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.

We are always creating new tools and techniques to help people, but the fundamental framework is remarkably resilient, which means it must have something to do with the nature of organizations or human nature.

We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership.