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Wanting to achieve mastering of a field, committing to the long, hard work of achieving it, and then intending to innovate – that’s how it happens.

Knowledge is the foundation of great performance, and in fields where important advances are being made continually, mastering the accumulated knowledge takes longer all the time.

Talent-rich organizations know this. They cater to people who are always looking for harder challenges, bigger arenas, and greater mastery.

The successful leader must be the master of all details connected with the position…

…we want to avoid what we can’t do well. That’s why mastery is a great motivator and frustration a demotivator.

The role of the senior leader [is] no longer that of controlling puppet master, but rather than of an empathetic crafter of culture.

Goals are intended to help you along the way, but only challenges lead to mastery.

…the status quo makes us masters of the white lie. But there is something deeper going on here, something that gets back to the idea that your job owns your time.

To master the competitive environment, the leader must first understand the challenges of the twenty-first century.

To free ourselves from habit, to resolve the paradoxes, to transcend conflicts, to become the masters rather than the slaves of our own lives, we must first see and remember, and then forget.