The care leadership strategy is simple: be a model. Commit yourself to your own personal mastery. Talking about personal mastery may open people's minds somewhat, but actions always speak louder than words. There is nothing more powerful you can do to encourage others in their quest for personal mastery than to be serious in your own quest.

Most of us at one time or another have been part of a great 'team', a group of people who functioned together in an extraordinary way-who trusted one another, who complemented each other's strengths and compensated for each other's limitations, who had common goals that were larger than an individual's goals, and who produced extraordinary results ... the team that became great didn't start off great-it learned how to produce extraordinary results.

You cannot have a learning organisation without a shared vision...A shared vision provides a compass to keep learning on course when stress develops.

Scratch the surface of most cynics and you find a frustrated idealist — someone who made the mistake of converting his ideals into expectations.

When executives lead as teachers, stewards, and designers, they fill roles that are much more subtle and long-term than those of power-wielding hierarchical leaders.

Additional problems are the offspring of poor decisions. When inquiry and advocacy are combined, the goal is no longer 'to win the argument', but to find the best argument.

If you want real, significant, sustainable change, you need talented, committed local line leaders. If the line manager is not innovating, then innovation is not going to occur.