If great teams don't have an "enemy," they create one for themselves because, as former Coca-Cola CEO Roberto Goizueta pointed out, "you can't have a war without one."

Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.

I'd always rather err on the side of openness. But there's a difference between optimum and maximum openness, and fixing that boundary is a judgment call. The art of leadership is knowing how much information you're going to pass on - to keep people motivated and to be as honest, as upfront, as you can. But, boy, there really are limits to that.

Frank Gehry designs buildings that make other architects half his age (he's 78) gasp with envy. Neotony is what makes him lace up his skates and whirl around the ice rink, while visionary buildings come to life and dance in his head.

There is a profound difference between information and meaning.

Recognize the skills and traits you don't possess, and hire the people who have them.

I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.