As I was coming up in business, screwing up was not an option in any form.

Once you demonstrate to your team that you put them on the same plane of priority as yourself, you will create an environment, and a culture that will make your entire organization flourish.

Maintaining patience, being generous, and helping your peers takes time, and no small amount of emotional fortitude. But it brings an exponential difference in your team's ability to problem-solve.

Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create.

As buoyancy is not contrary to other characteristics of leadership, including decisiveness, accountability and performance standards, I don't ever think it can be self-defeating.

At the end of the day it's really easy to be a great leader when things are going well. The real test, whether or not you believe in being an emotionally intelligent leader, is when things go wrong.

When your people have determined that you understand their lies in their hearts and are dedicated to their functional wellbeing, they will compensate for your weaknesses and shore up your strengths.