Usually what happens is somebody grabs me and they always pull me off to the side. Nobody ever does it publically. They say, "I didn't want to be here." Or, "I don't usually like people like you." Or, "I didn't believe the things you actually talked about would work. I'm here to tell you that you converted me." That happens a lot.

Leaders don't look for recognition from others, leaders look for others to recognize.

Offer someone the opportunity to rebuild a company or reinvent an industry as the primary incentive, and it will attract those drawn to the challenge first and the money second.

Average companies give their people something to work on. The most innovative organizations give their people something to work toward.

I go into every meeting, into every room and for every speech understanding the standard deviation, the Bell Curve. I know there are about 10-15 percent of people in the room, who say, "I've been trying to say this for years. Finally. I agree. Yes, yes, yes." I know there are about 15 percent of the people in the room who think I'm an idiot, who think I don't know what I'm talking about, who think I'm naive or I have oversimplified everything. The majority who are open to the ideal.

Give someone responsibility and they will do their best. Make them accountable and they will do even better.

To become an academic expert takes years of studying. Academic experts are experts in how and what others have done. They use case studies and observation to understand a subject.