A job is bound to be miserable if it doesn't involve measurement.

The key ingredient to building trust is not time. It is courage.

An organization's strategy is simply its plan for success. It's nothing more than the collection of intentional decisions a company makes to give itself the best chance to thrive and differentiate from competitors.

Members of trusting teams admit weaknesses and mistakes, take risks in offering feedback and assistance, and focus time and energy on important issues, not politics.

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.

. . . his biggest problem was his need for a problem.

It is dangerous if our identity as a leader becomes more important than our identity as a child of God.