Leaders must pick causes they won't abandon easily, remain committed despite setbacks, and communicate their big ideas over and over again in every encounter.

Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.

Confidence isn't optimism or pessimism, and it's not a character attribute. It's the expectation of a positive outcome.

In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.

Leadership is one of the most enduring, universal human responsibilities.

Friendly people are caring people, eager to provide encouragement and support when needed most.

Confidence is not just in people's heads; it comes from the culture of the organization. It's easier to expect success when working in an organization that has a culture of accountability, collaboration, and initiative. Without this, it's easier - and more self-protective - to assume failure so the person is not disappointed and instead pleasantly surprised.