... 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.

Credibility is lost when there are big discrepancies between what leaders say and what they do. ... Increasing credibility requires openness. Hidden agendas will destroy trust.

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

Nothing creates more self-respect among employees than being included in the process of making decisions.

In truth, it's usually failure, disappointment, and frustration that motivate people to reexamine that which they've taken for granted. It's rare to find big change without significant bad news. ... In that sense, the pain of failure creates the largest opportunities for progress.

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.

motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.