You have to have a patience for relationships.

If you care, do something. If you don't care, please stay out of the way of those who do.

You have to write a book because you believe it has helped you, because you believe it has helped others personally and you are dying to share with it others because you know it will add value to their lives. You write it for them like a gift. You don't want anything from them. You don't want them to do anything for you. You don't even care if they all share the book with their friends, they don't all have to buy them. You're just dying to share this idea with people. Your challenge is to write it in a way that is compelling, enjoyable to read so that they will get the idea.

Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.

When a player has a slump, we do not trade them, we coach them. It is the same with our employees.

There are two types of claims: those based on hard numbers and those based on slippery numbers.

The most effective leaders are actually better at guarding against danger when they acknowledge it that it exists. Cowards, in contrast, cling to the hope that failure will never happen and may be sloppy in the face of danger - not because they don't acknowledge that it exists, but because they are just too afraid of it to look it in the eye.