Change efforts happen when a firm is out of alignment with achieving its vision. If the organization has broad buy-in on a clear vision, the need for change becomes much clearer. It also helps to over-communicate what you're doing and why you're doing it. Lastly, the leadership needs to spend as much time on "how" changes are being made and "what" changes are being made. Human beings are involved and there are winners and losers.

There is usually a clock in our heads regarding decisions we make and the course of our lives. Sometimes this clock is helpful in that it get us to move rather than put off key actions. Other times, it creates us false sense of urgency that can cause us to overreact, lost patience and make poor decisions. In raising this issue in my book, I want people to be aware of the clock in their heads and question whether that clock is helping or hindering the quality of each particular decision.

Personal relationships are often based on affection - professional relationships can have affection but they must have mutual understanding, trust and respect.

Business education must constantly be changing and being updated to improve the quality of the student experience. On line courses will be a key part of supplementing course offerings and providing opportunities for life-long learning. Like any industry, business schools must continue to think and re-think how they add value to students and create thought leadership.

If you're the smartest person in the room, it can sometimes be hard to learn to delegate - the person to whom you're delegating will do the task worse than you would - and it will annoy you!

A mere 7% of employees today fully understand their company's business strategies and what's expected of them in order to help achieve company goals.

Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.