When you know your reason for existence, it should effect the decisions you make.

Trust is knowing that when a team member does push you, they're doing it because they care about the team.

If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.

No action, activity, or process is more central to a healthy organization than the meeting

As a leader, you're probably not doing a good job unless your employees can do a good impression of you when you're not around.

I've become absolutely convinced that the seminal difference between successful companies and mediocre or unsuccessful ones has little, if anything, to do with what they know or how smart they are; it has everything to do with how healthy they are.

On a team, trust is all about vulnerability, which is difficult for most people.