Don't be interesting - be interested.
True leadership has people who follow when they have the freedom not to.
Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.
The signature of mediocrity is not an unwillingness to change. The signature of mediocrity is inconsistency.
The essence of profound insight is simplicity.
We are not imprisoned by circumstances, setbacks, mistakes or staggering defeats, we are freed by our choices.
The critical question is not whether you'll have luck, but what you do with the luck that you get.
The only mistakes you can learn from are the ones you survive.
Genius of AND. Embrace both extremes on a number of dimensions at the same time. Instead of choosing a OR B, figure out how to have A AND B-purpose AND profit, continuity AND change, freedom AND responsibility, etc.
Creativity dies in an indisciplined environment.
It is more important to know who you are than where you are going, for where you are going will change as the world around you changes.
You absolutely must have the discipline not to hire until you find the right people.
Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders.
The signature of mediocrity is chronic inconsistency.
Most people will look back and realize they did not have a great life because it's just so easy to settle for a good life.
Greatest danger is not failure, but be successful and not know why.
In a world of constant change, the fundamentals are more important than ever.
Discipline is consistency of action.
There is a sense of exhilaration that comes from facing head-on the hard truths and saying, "We will never give up. We will never capitulate. It might take a long time, but we will find a way to prevail."
Get the right people on the bus, the wrong people off the bus, and the right people in the right seats...
For no matter what we achieve, if we don't spend the vast majority of our time with people we love and respect, we cannot possibly have a great life. But if we spend the vast majority of our time with people we love and respect - people we really enjoy being on the bus with and who will never disappoint us - then we will almost certainly have a great life, no matter where the bus goes. The people we interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with.
Great companies foster a productive tension between continuity and change.
The purpose of bureaucracy is to compensate for incompetence and lack of discipline.
You can't manufacture passion or "motivate" people to feel passionate. You can only discover what ignites your passion and the passions of those around you.
Good is the enemy of great. That's why so few things become great.
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