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Successes that come quickly, as long as they are unambiguous and visible, demonstrate that a vision of the future has credibility.

Quick successes can turn skeptics into supporters while reducing the power of cynics and NoNos.

The ultimate solution to the problem of urgency dropping after successes is to create the right culture.

Make sure success does not undermine urgency and allow the powerful winds of tradition to pull new behaviors back to historical norms.

Casting for talent is one of the unwritten secrets to the success of great managers.

…there are only three possible routes to helping someone succeed: Devise a support system. Find a complementary partner. Or find an alternative role.

You succeed by finding ways to capitalize on who you are, not by trying to fix what you aren’t.

Regardless of what employees want, the manager’s responsibility is to steer employees toward roles where they have the greatest chance of success.

A new culture – group norms and shared values – develops through consistency of successful action over a sufficient period of time.

Successful see-feel-change tactics tend to be clever, not clumsy, and never cynically manipulative.