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

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.

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

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.

Create strategic alliances and partnerships: Now and in years to come, shrewd leaders will create allegiances with other organizations whose fates are correlated with their own.

Success in management requires learning as fast as the world is changing.

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