In the end, leadership comes down to consistency and strong, confident action upon which the team can rely - and this doesnt mean imposing a bunch of rules.

The great ones realize that what you did yesterday guarantees you nothing today. The challenge is too many people are busy celebrating yesterday's success.

One way Great Teams can connect their team members together is through the glue of mentoring.

Decisions are the frequent fabric of our daily design.

It’s not about making money for themselves or the company, but making a difference in the lives of others.

What I know now is that everybody in life, no matter where you are or what you do, must be able to sell in order to be successful. I used to believe that I could be successful on talent alone. What I realize now is that I can only be successful if I can have people buy my talent.

The success of corporate mentorship programs developed by some of the Great Teams in business demonstrates how powerful this concept can be and what a difference it can make. As General Electric has shown, when a corporate culture includes mentorship, the end result is a dynamic learning environment with leaders constantly shaping leaders.

There is a strong sense of understanding, appreciation, shared responsibility, and trust that unites and motivates the team to work together.

I'm a believer that charisma makes a huge difference in people's decisions to follow you. However, it's not just that you say it well, but it's that you know it well. It helps if you can say it well enough that people want to follow you. Charisma isn't required, but it makes a big difference.

External scouting is of limited value if it's not teamed with rigorous self- examination. Successful coaches or managers have learned the value of utilizing an outside opinion to give them a fresh look at their personnel. This unbiased view provides an even greater insight, which in turn helps the coach develop flexibility within the team.

John Wooden would say never mistake activity for achievement. Sometimes we think we're really doing well on a given day. But 'What did you accomplish?' is the question that we should really be asking not 'What did we do?'

When leaders of a professional team perform a scan, they examine the trends dominating their customer demographics, education, government policy, and especially their competition.

We all think that the answer to everything is to add more and to do more and to try more. Sometimes you have to have the discipline to say no and to believe in the process that you have established.