There is an increasing gap between academic research and business application. Sometimes the incentives for success in the academic world are not consistent with what it takes to run a company.

I like ideas, frameworks, and figures.

We do not see through our eyes alone.

When I think of organizations, I think of the capabilities an organization has more than its morphology or structure. The ability of an organization to have a shared purpose and the ability for employees to be productive are critical capabilities for most organizations today.

Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would.

Sometimes HR transformations have been definitions. Just because someone does an e-HR system or puts in a new talent system or changes the HR function does not mean an HR transformation has occurred. We identified four phases of HR transformation. Missing any of the four phases would be an incomplete effort.

I like to co-author books to learn from those I write with.

Leaders being born vs. made is a bit of a separate issue. The research on this issue is fairly conclusive: 50/50. We have innate predispositions that affect who we are and what we do (nature) but we can learn and develop and grow (nurture).

Being an effective leader is enormously complex. It requires vision to see a future, dedication to make things happen, sensitivity to people who are quirky at times, and personal confidence without arrogance.

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.

People are our greatest asset .