The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom-as something they thought was almost a necessity. It's as if at that moment the iron entered their soul; that moment created the resilience that leaders need.

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

We must move from ... the primacy of technology toward considerations of social justice and equity, from the dictates of organizational convenience toward the aspirations ofself realization and learning, from authoritarianism and dogmatism toward more participation, from uniformity and centralization toward diversity and pluralism, from the concept of work as hard and unavoidable, from life as nasty, brutish, and short toward work as purpose and self~fulfillment, a recognition of leisure as a valid activity in itself.

Just as no great painting has ever been created by a committee, no great vision has ever emerged from the herd.

Leaders must earn the trust of their teams, their organizations, and their stakeholders before attempting to engage their support.

If I were to give off-the-cuff advice to anyone trying to institute change, I would say, "How clear is the metaphor?"

That's important to remember: it's not just a collection of great individuals but a group of people who enjoy playing in the sandbox, thoroughly enjoying collaborative problem solving.