The key elements in the art of working together are how to deal with change, how to deal with conflict, and how to reach our potential...the needs of the team are best met when we meet the needs of individual persons.

We see a decline of civility, and, sadly, it’s often modeled by the very people from whom we have the least right to expect it.

We talk about the quality of product and service. What about the quality of our relationships and the quality of our communications and the quality of our promises to each other?

Trust cannot be bought or commanded, inherited or enforced. To maintain it, leaders must continually earn it.

If you want the best things to happen in corporate life you have to find ways to be hospitable to the unusual person. You don't get innovation as a democratic process. You almost get it as an anti-democratic process. Certainly you get it as an antithetical process, so you have to have an environment where the body of people are really amenable to change and can deal with the conflicts that arise out of change an innovation.

We can teach ourselves to see things the way they ARE. Only with vision can we begin to see things the way they CAN BE.

A short term view will lead to a partial and perhaps twisted view of the whole picture. A crucial element may be missing. We may not be running the entire race. A friend of mine described a colleague as great at running the "ninety-five yard dash." That is a distinction I can do without. Lacking the last five yards makes the first ninety-five pointless. In fact, serious runners thing of it as a 110 yard dash so that no one will best them in the last few yards. You've got to think beyond the whole.