I often say that leadership is deeply personal and inherently collective. That's a paradox that effective leaders have to embrace.

You cannot force commitment, what you can do…You nudge a little here, inspire a little there, and provide a role model. Your primary influence is the environment you create.

A learning organization is an organization that is continually expanding its capacity to create its future.

The discipline of personal mastery...starts with clarifying the things that really matter to us (and) living our lives in the service of our highest aspirations.

All great things have small beginnings.

Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.

Consider prejudice. Once a person begins to accept a stereotype of a particular group, that "thought" becomes an active agent, "participating" in shaping how he or she interacts with another person who falls in that stereotyped class. In turn, the tone of their interaction influences the other person's behaviour. The prejudiced person can't see how his prejudice shapes what he "sees" and how he acts. In some sense, if he did, he would no longer be prejudiced. To operate, the "thought" of prejudice must remain hidden to its holder