Managing risk is very different from managing strategy. Risk management focuses on the negative-threats and failures rather than opportunities and successes.

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!

Managing risk is very different from managing strategy. Risk management focuses on the negative-threats and failures rather than opportunities and successes.

We have all had injustice happen to us. It often shapes our failure narrative. For example, maybe you were fired and not you don't trust colleagues as easily in the future. You may not overcome injustice but you need to be aware of how it affects you today. You can't avoid injustice but that doesn't mean you need to be a prisoner of it.

Vision and priorities should precede actions. Actions should be judged through the prism of how the firm adds value and the key competencies it seeks to build.

Every person I meet is struggling with how to understand themselves and reach their full potential. No one has it fully figured out. It is a life long struggle - -there isn't a precise destination or arrival.

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.