I was appalled at how children had become the focus and gravitational center of the nuclear family around which parents orbited instead of the traditional arrangement in which children orbited around their parents. This is a huge change because a critical job in early childhood is to get children weaned away from the total narcissism normal to infancy. With the children as the center of the family's actions and decisions, narcissism is at a minimum prolonged and may never significantly decline.

Schools are generally feminine places, institutions where conformity is valued, taught largely by conformist women.

Nothing motivates like success. While academics, consultants and gurus are preoccupied with coming up with great insights and seminal ideas, usually they don't realize that making things happen, achieving operational excellence, moving the organization from uncertainty to clarity, from red ink to black, is what really creates hope for a better future. Therefore, great leadership always involves great ideas and real actions that reinforce a strong belief in the excellence of the decision makers and in the viability of the organization itself.

... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.

I think the characteristics of really effective leaders when people are frightened and depressed are the same qualities that leaders need when people are optimistic. The difference is when people are frightened the need for these few qualities becomes much stronger because frightened people are desperate to have someone they can trust and believe in and who seems to be able to create a better future.

I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.

The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.