Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.

When people in organizations feel too secure, it's because there aren't any significant outcomes as a result of what they do. Whatever you do, nothing much different happens. This also means there are no important pay-offs if you risk by innovating. As there are no rewards for taking risks, then there's no sense of push in that institution's culture.

Most people think of a balanced life in terms of how much time is given to the various sectors of a life. While time is one measure of involvement, I think the critical variable is passion. How energized, fascinated and absorbed are you in each sphere in which you are engaged? They are rarely, and usually only briefly, equal.

Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.

The message to organizations is this: You have to increase the number of categories of contributing, or the types of career paths, which people can experience as successful. You cannot restrict esteem to the fewer and fewer who will be climbing up the management ladder. You need to have the majority of your people feeling like winners.

The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! "The deal," the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.

The subject matter of Entitlement remains relevant. Entitlement is an attitude: it is the assumption, I am owed what I get. It's a nasty attitude because people are not grateful for what they get. Instead, greed prevails and is expressed as, What have you done for me lately?