You may be good, but what are you good for? You've got to be good for something. You've got to be about some project, some task that requires you to be humble and obedient to the universal principles of service. You've got to live a life of complete and total integrity in order to give this kind of service. This integrity enables you to love other people unconditionally, to be courageous and kind at the same time, because you have integratedness inside your own soul.

It takes humility to seek feedback. It takes wisdom to understand it, analyze it and appropriately act on it.

Principles don't die. They aren't here one day and gone the next. They can't be destroyed by fire, earthquake or theft. Principles are deep, fundamental truths, classic truths.

It is one thing to make a mistake, and quite another thing not to admit it. People will forgive mistakes, because mistakes are usually of the mind, mistakes of judgment. But people will not easily forgive the mistakes of the heart, the ill intention, the bad motives, the prideful justifying cover-up of the first mistake.

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.

You have two ears and one mouth. Use them accordingly.

People and organizations don't grow much without delegation and completed staff work because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses