Keep reminding people of what's important and that their fates are correlated.

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.

Our tendency to create heroes rarely jibes with the reality that most nontrivial problems require collective solutions.

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

Don't over-react to the trouble makers.

Followers who tell the truth, and leaders who listen to it, are an unbeatable combination.

The manager accepts the status quo; the leader challenges it.