Companies don't have one culture. They have as many as they have supervisors or managers. You want to build a strong culture? Hold every manager accountable for the culture that he or she builds.

Strengths are not activities you're good at, they're activities that strengthen you. A strength is an activity that before you're doing it you look forward to doing it; while you're doing it, time goes by quickly and you can concentrate; after you've done it, it seems to fulfill a need of yours.

Most of my work has been in corporations, studying how you build an organization that helps people to identify and work to their strengths.

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor.

Google and Facebook, each in their own way, have revolutionized the delivery of advertising based on search and social networking, creating a sort of anti-Spam: targeted, relevant ads that a consumer might actually welcome rather than spurn.

Innovation and best practices can be sown throughout an organization - but only when they fall on fertile ground.

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.