Recognize and respect mutual self-interests, then build creative collaborations to serve them.

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.

Leadership has become a heavy industry. Concern and interest about leadership development is no longer an American phenomenon. It is truly global. Though I will probably be in less demand, I wanted to move on.

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.

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.

Expect the best from your people and they will usually deliver but your expectations must be realistic.

Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure but embrace errors, knowing they will learn from them.