The manager who comes up with the right solution to the wrong problem is more dangerous than the manager who comes up with the wrong solution to the right problem.

Most innovators are successful to the extent to which they define risks and confine them.

If there is any one secret of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.

The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.

Teamwork is neither "good" nor "desirable." It is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult and risky decision that is even harder to unmake. Managements have yet to learn how to make it.

There is a great need for a new approach, new methods and new tools in teaching, man's oldest and most reactionary craft. There is great need for a rapid increase in the productivity of learning. There is, above all, great need for methods that will make the teacher effective and multiply his or her efforts and competence. Teaching is, in fact, the only traditional craft in which we have not yet fashioned the tools that make an ordinary person capable of superior performance. In this respect, teaching is far behind medicine, where the tools first became available a century or more ago.

Successful people know they need to get many things done-and done effectively. Therefore, they concentrate their time and energy on doing one thing at a time-and on doing first things firs.