Invest in helping people know what matters to them and who matters to them (and why), and encourage them to continually experiment with how they get things done in ways the serve their interests and yours as an employer.

If you're searching for "work/life balance" you'll always be disappointed because "balance" connotes a zero-sum equation.

The principles that apply to engagement for employees are the same as those that apply to supervisors.

The only failure is the failure to learn from conscious and deliberate efforts to make things better, even if those attempts fall short of the mark.

Knowing what matters most, what I call "being real," is the alpha and omega for leaders.

Boundaries are shifting between work and the rest of life for men and for women at different life stages. Work is becoming home and home is becoming work. The progressive CEOs who grasp this emergent reality and adjust to embrace it will be at a competitive advantage in the marketplace for talent.

I find that many people have a hard time, at first, in painting a compelling image of an achievable future; to envision their legacy, that is. Often this is because they're afraid to commit for fear of failure.