“To achieve any worthy goal, you must take risks. Amelia Earhart believed that, and her advice when it came to risk was simple and direct: "Decide whether or not the goal is worth the risks involved. If it is, stop worrying.”

“There is a great deal of difference between knowing and understanding. You can know a lot about something and not really understand it.”

“You have not lived today until you have done something for someone who can never repay you.”

“For a team to succeed, responsibility must go down deep into the organization, down to the roots. Getting that to happen requires a leader who will delegate responsibility and authority to the team. Stephen Covey remarked, “People and organizations don’t grow much without delegation and completed staff work, because they are confined to the capacities of the boss and reflect both personal strengths and weaknesses.” Good leaders seldom restrict their teams; they release them.”

“Clearly, if leaders have a strong set of ethical values and live them out, then people will respect them, not just their position. Immature leaders try to use their position to drive high performance.”

“The measure of a leader is not the number of people who serve him but the number of people he serves.”

“Everything rises and falls on leadership.”

“next time you feel ready to conform to popular thinking on an issue, stop and think.”

“Several years ago Dr. Maxwell Maltz’s book, Psycho-Cybernetics, was one of the most popular books on the market. Dr. Maltz was a plastic surgeon who often took disfigured faces and made them more attractive. He observed that in every case, the patient’s self-image rose with his and her physical improvement. In addition to being a successful surgeon, Dr. Maltz was a great psychologist who understood human nature. A wealthy woman was greatly concerned about her son, and she came to Dr. Maltz for advice. She had hoped that the son would assume the family business following her husband’s death, but when the son came of age, he refused to assume that responsibility and chose to enter an entirely different field. She thought Dr. Maltz could help convince the boy that he was making a grave error. The doctor agreed to see him, and he probed into the reasons for the young man’s decision. The son explained, “I would have loved to take over the family business, but you don’t understand the relationship I had with my father. He was a driven man who came up the hard way. His objective was to teach me self-reliance, but he made a drastic mistake. He tried to teach me that principle in a negative way. He thought the best way to teach me self-reliance was to never encourage or praise me. He wanted me to be tough and independent. Every day we played catch in the yard. The object was for me to catch the ball ten straight times. I would catch that ball eight or nine times, but always on that tenth throw he would do everything possible to make me miss it. He would throw it on the ground or over my head but always so I had no chance of catching it.” The young man paused for a moment and then said, “He never let me catch the tenth ball—never! And I guess that’s why I have to get away from his business; I want to catch that tenth ball!”

“Leadership is not about titles, positions or flowcharts. It is about one life influencing another.”

“It doesn’t matter what job you do or what position you obtain; you will have limits. That’s just the way life is.

“If you can’t explain it simply, you don’t understand it enough.”

“Question for God every morning: What is the main event today? What do you want me to focus on today?”

“A successful person finds the right place for himself. But a successful leader finds the right place for others.

“Errors become mistakes when we perceive them and respond to them incorrectly. Mistakes become failures when we continually respond to them incorrectly.”