In truth, it's usually failure, disappointment, and frustration that motivate people to reexamine that which they've taken for granted. It's rare to find big change without significant bad news. ... In that sense, the pain of failure creates the largest opportunities for progress.

Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.

Nothing creates more self-respect among employees than being included in the process of making decisions.

In organizations where nothing much happens regardless of whether you do something exceptional or just show up in the morning, the best people lose heart and motivation is reduced near the lowest common denominator.

... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.

I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.

The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! The deal, the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.

Real confidence comes from knowing and accepting yourself- your strengths and your limitations -in contrast to depending on affirmation from others.

The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.

Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.

Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.

motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.

... we know that productivity suffers when uncertainty is high. But we've failed to realize the equally destructive effects of too little anxiety. ... By protecting people from risk, we destroy their self-esteem. We rob them of the opportunity to become strong, competent people.

The balanced life is a goal, but for us it is mostly a myth.

Leaders evoke emotional connections in followers only to the extent that the followers are emotionally needy.

When employees don't really care about the work they do and they take no pride in being in the specific organization where they work, they bring no enthusiasm, energy or passion to what they're doing. If, in addition, they feel abused, resentful, insignificant, betrayed, or taken advantage of...they want out. Naturally.