The only thing that endures over time is the 'Law of the Farm.' You must prepare the ground, plant the seed, cultivate, and water if you expect to reap the harvest.

Do what is important, not what is urgent.

We accomplish all that we do through delegation - either to time or to other people.

Two people can see the same thing, disagree, and yet both be right. It's not logical; it's psychological.

If I try to use human influence strategies and tactics of how to get other people to do what I want, to work better, to be more motivated, to like me and each other-while my character is fundamentally flawed, marked by duplicity and insincerity-then, in the long run, I cannot be successful. My duplicity will breed distrust, and everything I do-even using so-called good human relations techniques-will be perceived as manipulative.

The struggle comes when we sense a gap between the clock and the compass - when what we do doesn't contribute to what is most important in our lives.

In many situations involving service recovery - the problem itself became the catalyst for the creation of even greater trust as the companies took the issues head-on and worked through the difficult problem in a way that restored confidence.