This duality, making yourself better while teaching and developing others' judgment capabilities, is the key to leadership that is both productive and principled.

Becoming a leader is synonymous with becoming yourself. It is precisely that simple, and it is also that difficult.

Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.

No leader can create sustainable, significant change without a reservoir of good will. Without that, you always tend to compromise with failure.

Trust is the emotional glue that binds followers and leaders together.

Trust is the lubrication that makes it possible for organizations to work.

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. Someone once wrote that the sound of surprise is jazz, and if there's any one thing that we must try to get used to in this world, it's surprise and the unexpected. Truly, we are living in world where the only thing that's constant is change.