I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation.

See the long view: By all means "plant the corn, milk the cows, and feed the horses" but always keep the eventual "harvest" in mind.

What job is worth the enormous psychic cost of following a leader who values loyalty in the narrowest sense.

Great groups give the lie to the remarkably persistent but incorrect notion that successful organizations are the lengthened shadow of a great woman or man. However, each great group has a strong leader. In fact, great groups and great leaders create each other.

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.

Success in management requires learning as fast as the world is changing.

Leaders are people who do the right thing; managers are people who do things right.