Any organisation develops people; it either forms them or deforms them.

I no longer think that learning how to manage people, especially subordinates, is the most important for executives to learn. I am teaching above all else, how to manage oneself.

If you have more than five goals, you have none.

The more successful the unit, the more difficult it is to make sure that the large company doesn't put the same expectations on it as it does for the rest of the company. When it's a new venture, whether it's outside or inside the business, it's a child. And you don't put a 40-pound pack on a 6-year-old's back when you take her hiking.

The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.

Strong people have strong weaknesses.

Concentration is the key to economic results. No other principle of effectiveness is violated as constantly today as the basic principle of concentration.... Our motto seems to be, "Let's do a little bit of everything."