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

As a leader, it is often better to ask the right questions and listen than to have all the answers.

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

Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership, you have got to seek feedback of those who directly observe you - this is scary and uncomfortable for many people. It's no fun to hear negative feedback and most people don't want to stick their necks out to give it to you. So, you have to ask.

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.

Education has been critical. First at Kansas and then at Harvard Business School. It helped me build the confidence that I could go out and do things in the world. It taught me to put myself in the shoes of a decision maker and figure out what I would do if I were in his/her shoes. This is why I am a big believer in education as a foundation for reaching your unique potential.

To help people with the struggle, I have to reveal my own struggles.