The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

Nothing else, perhaps, distinguishes effective executives as much as their tender loving care of time.

The person who will make the greatest contribution to a company is the mature person-and you cannot have maturity if you have no life or interest outside the job.

Never ask who's right. Start out by asking what is right. And you find that out by listening to dissenting, disagreeing opinions.

Every time you do something that is important, write down what you expect will happen.

Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.

An employer has no business with a man's personality. Employment is a specific contract calling for a specific performance... Any attempt to go beyond that is usurpation. It is immoral as well as an illegal intrusion of privacy. It is abuse of power. An employee owes no "loyalty," he owes no "love" and no "attitudes" - he owes performance and nothing else. .... The task is not to change personality, but to enable a person to achieve and to perform.