An organization which just perpetuates today's level of vision, excellence, and accomplishment has lost the capacity to adapt.

I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am teaching above all else, how to manage oneself.

One does not start with facts. One starts with opinions.

Leaders grow; they are not made.

Understanding our strengths, articulating our values, knowing where we belong -- these are also essential to addressing one of the great challenges of organizations: improving the abysmally low productivity of knowledge workers.

Do not measure your life by your goals but what you are doing to achieve them.

Few relationships are as critical to the business enterprise as the relationship to the government. Managers have responsibility for this relationship as part of their responsibility to the enterprise itself. It is an area of social impact of the business. To a large extent the relationship to government results from what businesses do or fail to do.