The central issue is never strategy, structure, culture, or systems. The core of the matter is always about changing the behavior of people.

Great leadership does not mean running away from reality. Sometimes the hard truths might just demoralize the company, but at other times sharing difficulties can inspire people to take action that will make the situation better.

I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating.

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

Producing major change in an organization is not just about signing up one charismatic leader. You need a group - a team - to be able to drive the change. One person, even a terrific charismatic leader, is never strong enough to make all this happen.

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.

A higher rate of urgency does not imply ever-present panic, anxiety, or fear. It means a state in which complacency is virtually absent.