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…as we walk through the use of a product in detail, we begin to see what features are excess and what additional features might be added. We see where the weaknesses are instead of just the strengths.

…a company that is unable to react to strong customer demand for a product is a company that has lost track of its customer, and there is not much to be done in such an environment because there is nothing that is harder to change than culture.

Together, these two cornerstones – systemic understanding and strong lateral connectivity – ground shared consciousness.

Be bold: openly discuss your strengths and weaknesses. When people see that they can believe you about bad stuff, they are more willing to believe you about good stuff.

…the more an organization welcomes – or even celebrates – criticism, the stronger its bonds to its ecosystem become.

Because all virtues are connected to others, any strength overused ultimately becomes a liability.

We create the highest value not by focusing solely on our strengths or by ignoring our weaknesses, but by being attentive to both.

The leader has a clear idea of what he or she wants to do – professional and personally – and the strength to persist in the face of setbacks, even failures.

…until you truly know yourself, strengths and weaknesses, know what you want to do and why you want to do it, you cannot succeed in any but the most superficial sense of the word.

Being on the road not only requires the full deployment of one’s self, it redeploys one, tests one’s strengths and weaknesses, and exposes new strengths and weaknesses.