Leaders are people who do the right thing: managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing wrong things well.

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

Find the appropriate balance of competing claims by various groups of stakeholders. All claims deserve consideration but some claims are more important than others.

Trust is difficult to define, but we know when it's present and when it's not.

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.

In great groups, the right people always have the right job.

Good leaders make people feel that they're at the very heart of things, not at the periphery.