We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what to do. They need to learn what to stop

You can't manage knowledge.Knowledge is between two ears and only between two ears.

The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.

Effective organizations put people in jobs in which they can do the most good. They place people -- and allow people to place themselves -- according to their strengths.

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.

Unless a decision has degenerated into work, it is not a decision; it is at best a good intention.

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