People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.

You won't find a CEO who doesn't talk about a 'powerful culture' as a source of competitive advantage. At the same time, you'd be hard-pressed to find a CEO who has much of a clue about the strength of that culture.

You cannot learn very much about excellence from studying failure.

There are "four keys" to becoming an excellent manager: finding the right fit for employees, focusing on strengths of employees, defining the right results, and hiring for talent - not just knowledge and skills.

People should be hired "as is" and their managers then help them to develop their individual strengths while completing tasks for which they have the greatest aptitude and in which they have the greatest interest.

What do we know to be important but are unable to measure?

You can find energizing moments in each aspect of your life, but to do so you must learn how to catch them, hold on to them, to feel the pull of their weight and allow yourself to follow where they lead.