We know nothing about motivation. All we can do is write books about it.

It does not matter whether the worker wants responsibility or not, ...The enterprise must demand it of him.

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.

The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.

If you want something new, you have to stop doing something old

We no longer even understand the question whether change is by itself good or bad, ...We start out with the axiom that it is the norm. We do not see change as altering the order... We see change as being order itself - indeed the only order we can comprehend today is a dynamic, a moving, a changing one.

In business school classrooms they construct wonderful models of a non- world.