Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.

[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.

Openness isn't the end. It's the beginning.

As long as it (an issue) remains invisible, it is guaranteed to remain insoluble.

Making a company fit to sell may be the only way to ensure you never need a buyer.

A fantastic model of collaboration: thinking partners who aren't echo chambers.

A thinking partner who isn't an echo chamber... How many of us dare to have such collaborators?