Great managers know they don't have 10 salespeople working for them. They know they have 10 individuals working for them . A great manager is brilliant at spotting the unique differences that separate each person and then capitalizing on them.

The corporate world is appallingly bad at capitalizing on the strengths of its people.

Passion isn't something that lives way up in the sky, in abstract dreams and hopes. It lives at ground level, in the specific details of what you're actually doing every day.

To get the best coaching outcomes, always have your 1-on-1's on your employee's turf not yours. In your office the truth hides.

The first step is to recognize what you need to know and why you need to know it.

I think a good business book has one coherent idea that is richly played out.

Managers are, and should be, totally responsible for recognizing individual strengths (both natural talents and skills), getting those strengths in proper alignment (i.e. in the right "seats"), and then leveraging them.