If people are coming to work excited. . . if they're making mistakes freely and fearlessly. . . if they're having fun. . . if they're concentrating on doing things rather than preparing reports and going to meetings-then somewhere you have leaders.

It's been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesnt need any credit... He's getting more credit than he deserves anyway.

The artist must conceive with warmth yet execute with coolness.

It's a poor bureaucrat who can't stall a good idea until even its sponsor is relieved to see it dead and officially buried.

When you get right down to it, one of the most important tasks of a leader is to eliminate his people's excuse for failure.

Compromise is usually bad. It should be a last resort. If two departments or divisions have a problem they can't solve and it comes up to you, listen to both sides and then pick one or the other. This places solid accountability on the winner to make it work. Condition your people to avoid compromise.

If people are coming to work excited. . . if they're making mistakes freely and fearlessly. . . if they're having fun. . . if they're concentrating on doing things rather than preparing reports and going to meetings-then somewhere you have leaders.