To be effective, every knowledge worker, and especially every executive, therefore needs to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours.

The knowledge we now consider knowledge proves itself in action. What we now mean by knowledge is information effective in action, information focused on results. Results are outside the person, in society and economy, or in the advancement of knowledge itself. To accomplish anything this knowledge has to be highly specialized.

Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.

The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'

Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.

Far too much reorganization goes on all the time. Organizitis is like a spastic colon.

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