I had a lot of fear that would motivate me to try to work hard, because I didn't know what I would do if I wasn't a baseball player.
When you know your reason for existence, it should effect the decisions you make.
Achieving vulnerability-based trust (where team members have overcome their need for invulnerability) is difficult because in the course of career advancement and education, most successful people learn to be competitive with their peers, and protective of their reputations. It is a challenge for them to turn those instincts off for the good of the team, but that is exactly what is required.
If the CEO's behavior is 95 per cent healthy while the rest of the organization is only 50 per cent sound, it is more effective to focus on that crucial and leveraged 5 per cent that makes up the reminder of the CEO's behavior.
Success comes only for those groups that overcome the all-too-human behavioral tendencies that corrupt teams and breed dysfunctional politics within them.
. . . his biggest problem was his need for a problem.
If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.
The life and vigor of poetry consists of the fact that it steps out of itself, tears out a section of religion, then withdraws into itself to assimilate it. The same is true of philosophy.
Peace is not the absence of conflict, but the ability to cope with it
We're not to be surprised at all what we see happening in every part of the world. It's a change of the return of things.
Remember, the American grand strategy works when other countries feel secure. But it doesn't work if we acquiesce in the aggression of other countries.