When you feel as though you can't do something, the simple antidote is action: Begin doing it. Start the process, even if it's just a simple step, and don't stop at the beginning.

It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.

CEOs the world over are fond of pointing to their workforce and saying "Our people are our greatest asset." And yet today, only two out of ten people think their assets are being well used at work.

As a general rule, people tend to do best what they enjoy doing most.

All the great organizations have great managers at all levels who recognize where their culture is getting stronger and where it is getting weaker. There are always reasons why.

No idea will work if people don't trust your intentions toward them.

The fact remains that we have an obligation to discover what we really, really, really want to do (which is probably what we do best) and then do it even better... much better.