Getting there isn't half the fun - it's all the fun.

If people are coming to work excited. . . if they're making mistakes freely and fearlessly. . . if they're having fun. . . if they're concentrating on doing things rather than preparing reports and going to meetings-then somewhere you have leaders.

The artist must conceive with warmth yet execute with coolness.

It's a poor bureaucrat who can't stall a good idea until even its sponsor is relieved to see it dead and officially buried.

Managers must have the discipline not to keep pulling up the flowers to see if their roots are healthy.

The world is divided into two classes of people: the few people who make good on their promises (even if they don't promise as much), and the many who don't. Get in Column A and stay there. You'll be very valuable wherever you are.

Top management is supposed to be a tree full of owls-hooting when management heads into the wrong part of the forest. I'm still unpersuaded they even know where the forest is.

We know there is a problem with communication but we are not going to discuss it in front of the entire staff.

An idea's worth is directly proportional to the opposition created.

A good leader needs to have a compass in his head and a bar of steel in his heart.

To keep an organization young and fit, don't hire anyone until everybody's so overworked they'll be glad to see the newcomer no matter where he sits.

Compromise is usually bad. It should be a last resort. If two departments or divisions have a problem they can't solve and it comes up to you, listen to both sides and then pick one or the other. This places solid accountability on the winner to make it work. Condition your people to avoid compromise.

Don't hire a master to paint you a masterpiece and then assign a roomful of schoolboy artists to look over his shoulder and make suggestions.

Make every decision as if you owned the company.