Don't solve problems. Pursue opportunities.

The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.

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

The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If we assign this general to lead this base, what do we expect him to accomplish?"

If a manager spends more than 10 percent of his time on "human relations" the group is probably too large.

The leader sees leadership as responsibility rather than as rank and privilege.

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