If new ideas are the lifeblood of any thriving organisation-and, trust me, they are-managers must learn to revere, not merely tolerate, the people who come up with those ideas.

People don't plan to fail. They fail to plan.

If new ideas are the lifeblood of any thriving organisation-and, trust me, they are-managers must learn to revere, not merely tolerate, the people who come up with those ideas.

There are five top superstars in golf, 20 great stars, and 30 good ones. The rest should go and get jobs.

Today, if someone showed me a five-year plan, I'd toss out the pages detailing Years Three, Four and Five as pure fantasy Anyone who thinks he or she can evaluate business conditions five years from now, flunks.

The mental game of business is understanding this Paradox: the better you think you are doing, the greater should be your cause for concern: the more self-satisfied you are with your accomplishments, your past achievements, your 'right moves', the less you should be.

People retire to do what I do every day.