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…executives mustn’t complain when their company’s ideas are no better than the competition’s. Nor should they claim to be mystified when employees lack passion and engagement.

…too many top executives are being picked on the basis of whether they can talk a good game… rather than whether they can actually run the enterprise at hand.

The dividing line between success and failure comes down to how well executives can manage their portfolio of guesses.

There are smart executives running companies and managing systems, but there seems to be a distinct lack of strong leaders to lead the people.

The best bosses let the workers do their work. They protect their people from red tape, meddlesome executives, nosy visitors, unnecessary meetings, and a host of other insults, intrusions and time wasters.

…most CEOs… [are] in the center of a fortified palace, and the news from the outside has to percolate through layers of people from the periphery where the action is.

Every company executive should be tasked with training, mentoring, and nurturing their team on how to be future corporate executive leaders.

…if you want to succeed as an evangelist and CEO, you must learn how to make speeches.

…corporate culture, along with society as a whole, recognizes and rewards left-brain accomplishments and tends to discount right-brain achievements.

It’s a big open secret among the vast majority of public-company executives that the theory of shareholder primacy and the pressure Wall Street exerts on them are actually bad for business.