It's always the organizations that are resource constrained that come up with the good ideas to win.

All the great organizations in the world, all have a sense of why that organization does what it does.

The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.

Leadership is a choice. It's not a rank, it's a choice. I know many people who are at the top of their organization who have authority. We have to do what they say because they have authority over us. But they're not leaders. We wouldn't follow them. They may be at the top of the company but they're not leaders.

Every single organization - or career, for that matter - exists on three levels: WHAT you do, HOW you do it and WHY you do it.

Organizations should say and do the things they ACTUALLY believe.

Those who lead inspire us Whether they are individuals or organizations, we follow those who lead not because we have to but because we want to.

Truly human leadership protects an organization from the internal rivalries that can shatter a culture. When we have to protect ourselves from each other, the whole organization suffers. But when trust and cooperation thrive internally, we pull together and the organization grows stronger as a result.

Great leaders and great organizations are good at seeing what most of us can’t see. They are good at giving us things we would never think of asking for.

All organizations start with WHY, but only the great ones keep their WHY clear year after year.

Leaders, whatever the size of their organizations, are those willing to put the interests of other people before their own.

We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us.

When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.

Any great and inspiring leader or organization that ever existed set out to do something completely unrealistic.

We can not lead an organization, we can run an organization. We can only lead people.

Trust emerges when we have a sense that another person or organization is driven by things other than their own self-gain.

Average companies give their people something to work on. The most innovative organizations give their people something to work toward.

If you want to be a great leader, remember to treat all people with respect at all times. For one, because you never know when you'll need their help. And two, because it's a sign you respect people, which all great leaders do.

The world is a bell curve. Classroom test scores, employee performance in a company or how many people really, really like you. No matter the population you're studying, they always fit neatly across the standard deviations of the famous bell curve.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

More information is always better than less. When people know the reason things are happening, even if it's bad news, they can adjust their expectations and react accordingly. Keeping people in the dark only serves to stir negative emotions.

When you explain to people what you're trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it's just for that short time you're on the phone.

The irony is, the advertising industry knows everyone hates what they produce. This is why they keep looking for new ways to force people to stay tuned.

Some people are born good-looking. Some have the gift of gab. And some are lucky enough to be born smarter than the rest of us. Whether we like it or not, Mother Nature does not dole these characteristics out evenly.

The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe.

People don't buy what you do, they buy why you do it.

Good listeners have a huge advantage. For one, when they engage in conversation, they make people 'feel' heard. They 'feel' that someone really understands their wants, needs and desires. And for good reason; a good listener does care to understand.

It is only from the people I've had the good fortune to meet that I am learning the lessons to guide me. Baz Luhrmann, director of 'Moulin Rouge,' for example, has a childlike curiosity about the world. He doesn't pretend to know all the answers - quite the opposite, in fact. He asks loads of questions of everyone.

Over 90% of people go home at the end of the day feeling unfulfilled by their work, and I won't stop working until that statistic is reversed - until over 90% of people go home and can honestly say, 'I love what I do.'

No matter how many or how few people you have reporting to you, you must remember that as you climb higher in the ranks, your words will be taken as commands even if you're just thinking out loud.

Entrepreneurs see the thing they want or need, then try to figure out a process of how to get it. People who shouldn't be entrepreneurs see the standard process they need to go through to get the thing they want or need then decide if they want to go through that process.

There is a difference between vulnerability and telling people everything about yourself. Vulnerability is a feeling. Telling everyone about yourself is just facts and details.

When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from.

The Democrats' response throughout the healthcare debate? Give the people more statistics.

I think most people are inherently interested in how their brain works, in what makes them tick.

It is better to disappoint people with the truth than to appease them with a lie.

The leader's job is to lead and protect. Not have all the answers, not know everything to do, not to micromanage and tell people what to do or how to do it. A leader's job is to lead and protect. That's their job, and it's the people within the organization - their job is to get the work done.

I can't stand those people, speakers in a room, they say this all the time, "If I can just help one person in this room, I've done my job." You have an audience of 500 people and your standard of success is one person? That's terrible. If you help one person in the room, you're an abject failure. You have to change something.

Leadership is a choice. It's not a rank, it's a choice. I know many people who are at the top of their organization who have authority. We have to do what they say because they have authority over us. But they're not leaders. We wouldn't follow them. They may be at the top of the company but they're not leaders.

Leadership is about making people feel safe. When someone feels heard, they feel safe.

People don't buy what you do; they buy what you stand for.

When we are in groups, when we are surrounded by people who believe what we believe, trust emerges and our very survival and progress goes up.

If our leaders are to enjoy the trappings of their position in the hierarchy, then we expect them to offer us protection. The problem is, for many of the overpaid leaders, we know that they took the money and perks and didn’t offer protection to their people. In some cases, they even sacrificed their people to protect or boost their own interests. This is what so viscerally offends us. We only accuse them of greed and excess when we feel they have violated the very definition of what it means to be a leader.

The value of networking is not measured by the number of people we meet but by the number of people we introduce to others.

The true value of networking doesn't come from how many people we can meet but rather how many people we can introduce to others.

Leaders, whatever the size of their organizations, are those willing to put the interests of other people before their own.

Value is a perception not a calculation. Value is something people feel, not something we tell them they get

We call them leaders because they go first, because they take the risk before anybody else does, because they will choose to sacrifice so their people will be safe and protected,

Rule books tell people what to do. Frameworks guide people how to act. Rule books insist on discipline. Frameworks allow for creativity.

We don’t do business with companies. We do business with people.