CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.

CEOs hate variance. It's the enemy. Variance in customer service is bad. Variance in quality is bad. CEOs love processes that are standardized, routinized, predictable. Stamping out variance makes a complex job a bit less complex.

You cannot learn very much about excellence from studying failure.

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.

Discover what you don't like doing and stop doing it.

If you want execution, hail only success. If you want creativity, hail risk, and remain neutral about success.

We need to say goodbye to the traditional methodologies of corporate universities.