To keep an organization young and fit, don't hire anyone until everybody's so overworked they'll be glad to see the newcomer no matter where he sits.

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.

A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs.

An idea's worth is directly proportional to the opposition created.

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.

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.

We know there is a problem with communication but we are not going to discuss it in front of the entire staff.