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.

Concentrate on each task, whether trivial or crucial, as if it's the only thing that matters.

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

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.

If Thomas Edison had gone to business school, we would all be reading by larger candles.

Every discussion in a meeting has a diminishing curve of interest. The longer the discussion goes on, the fewer people will be interested in it.

Fear of failure is at least as common as the desire for success. In fact, if harnessed properly, it can be the energy that drives the wheel.