A superior who works on his own development sets an almost irresistible example.

Innovation opportunities do not come with the tempest but with the rustling of the breeze.

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?"

Only three things happen naturally in organizations: friction, confusion, and underperformance. Everything else requires leadership.

If you want to improve how you manage time - stop doing what doesn't need to be done!

Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organization.

Managers are agents of transformation, converting the workforce in developed countries from one of manual workers to one of highly educated knowledge workers.