Encourage dissent: Leaders should have associates who have contrary views, who are devil's advocates, "variance sensors" who can tell them the difference between what is expected and what is really happening, between what they want to hear and what they need to hear. There are too many naked emperors running around today.

Around the world, the generals are being ousted, and the poets are taking charge.

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

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.

Taking charge of your own learning is a part of taking charge of your life, which is the sine qua non in becoming an integrated person.

Growing other leaders from the ranks isn't just the duty of the leader, it's an obligation.

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