Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.

The manager has a short-range view; the leader has a long-range perspective.

The manager does things right; the leader does the right thing.

People in great groups have blinders on. Their work is all they see. They value failures as learning opportunities. They are optimistic, not realistic, as they proceed from one challenge and crisis to the next.

Every great group is an island... but an island with a bridge to the mainland.

One of the worst mistakes is to do nothing.

All great leaders constantly seek new information and new ways of thinking.