It's possible that your next frontier isn't to get more efficient, it's to get more brave.

Remarkable work often comes from making choices when everyone else feels as though there is no choice.

The ONLY thing leaders have in common is the shared decision to lead.

But if the cow is purple, you'd notice it, OK? The thing that's going to decide what gets talked about, what gets done, what gets changed, what gets purchased, what gets built is, is it remarkable? And remarkable's a really cool word 'cause we think it just means neat, but it also means worth making a remark about, and that is the essence of where idea diffusion is going.

The problem with working with a coach isn't that we don't know what to do. The real problem is that we don't want to change our mind.

Everyone we interact with is changed forever. The only questions are: How will they be different (and how different will they be), and how will we be different (and how different will we be) as a result?

Canoeing was hard and scary, and the wind could blow you across the lake if you did it wrong. After a year of not doing it right, I could talk to people and get them to sit up straight, take different kinds of chances, to breathe differently, to engage in the moment in the boat. And I changed them, and I changed me in the process.