The team you belong to must come ahead of the team you lead: this is putting team results (e.g., organizational needs) ahead of individual agendas (e.g., the team or division you lead, your ego, your need for recognition, your career development, etc.) Confidentiality is respected downward more than it is respected upward. Organizational alignment is a direct result of this hierarchy (if it were the other way around, organizational alignment would be very difficult to achieve).

Success is not a matter of mastering subtle, sophisticated theory but rather of embracing common sense with uncommon levels of discipline and persistence.

A core value is something you're willing to get punished for.

Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.

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.

The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.