We treasure what we can measure.

Building businesses takes tremendous stamina, and success isn't achieved without it.

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

If we aren't going to be afraid of conflict, we have to see it as thinking.

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

When we care about people, we care less about money, and when we care about money, we care less about people.

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