Is what I'm doing or about to do getting us closer to our objective?

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

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.

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.

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.

Due to budget cutbacks, the light at the end of the tunnel has been turned off.

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