As a manager you're paid to be uncomfortable. If you're comfortable, it's a sure sign you're doing things wrong.

You cannot build performance on weaknesses. You can build only on strengths.

One either meets or one works.

We've spent the last 30 years focusing on the T in IT, and we'll spend the next 30 years focusing on the I.

When a subject becomes totally obsolete we make it a required course.

Listening is not a skill; it is a discipline.

What managers decide to stop doing is often more important than what they decide to do.