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So often we fail to see ourselves clearly, leaning too far in the direction of pride or humility.

One of the biggest causes of early-stage business failure is a lack of real buyers hungry for your solution.

This is why — without the visible and real support from the very top of the organization — transformations so often fail.

The radical idea at the core of the strengths movement is that excellence is not the opposite of failure, and that, as such, you will learn little about excellence from studying failure.

…all we learn from mistakes are the characteristics of mistakes. If we want to learn about our successes, we must study strengths.

All too often people fail to execute the ideas they fought for. Don’t be that person.

…in the scheme of life, your successes and failures are really rather small in number when compared with your efforts.

…temporary failure in pursuit of the right goal is acceptable but no amount of improvement in performance is ever enough.

…it’s not acceptable to do nothing to improve your operations on the grounds that the risk of failure is too high.

When we are motivated by fear of failure, stress hormones flood our systems.