I didn't decide to become a musician until the age of 15, which is quite late.
The vast majority of organizations today have more than enough intelligence, experience and knowledge to be successful. What they lack is organizational health.
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.
I'll make my heaven in a lady's lap
To resolve this issue will require Iran to come to the table and discuss in a clear and forthright way how to prove to the international community that the intentions of their nuclear program are peaceful. . . . The question is going to be whether in these discussions they show themselves moving clearly in that direction.
Bravura has nothing to do with technique. It's all about timing and oozing life.
One of the consequences of such notions as ‘entitlements’ is that people who have contributed nothing to society feel that society owes them something, apparently just for being nice enough to grace us with their presence.