“The respect that leadership must have requires that one’s ethics be without question. A leader not only stays above the line between right and wrong, he stays well clear of the ‘gray areas.”

“you can act your way into feeling long before you can feel your way into action. If you wait until you feel like doing something, you will likely never accomplish it.”

“Individuals score points, but teams win games. In The 17 Indisputable Laws of Teamwork, individuals will learn how to score more points so their teams will win more games.”

“Humility means two things. One, a capacity for self-criticism. . . . The second feature is allowing others to shine, affirming others, empowering and enabling others.” —CORNEL WEST”

“If you could kick the person responsible for most of your troubles, you wouldn't be able to sit down for weeks.”

“Coach John Wooden would not have asked, “Why is it so difficult to realize that others are more likely to listen to us if first we listen to them?”

“Author Noel M. Tichy says, “The ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around.”

“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!”

“Good attitudes among players do not guarantee a team’s success, but bad attitudes guarantee its failure.”

“people don’t function like machines. They have feelings. They think. They have problems, hopes, and dreams. Though people can be managed, they would much rather be led. And when they are led, they perform at a much higher level.”

“The Situation Principle: Never let the situation mean more than the relationship.”

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

“When you live each day with intentionality, there’s almost no limit to what you can do. You can transform yourself, your family, your community, and your nation. When enough people do that, they can change the world. When you intentionally use your everyday life to bring about positive change in the lives of others, you begin to live a life that matters.”

“Winning teams have players who make things happen.”

“«Decida qué hacer y hágalo; decida qué no hacer y no lo haga». La evaluación de prioridades, sin embargo, no es tan sencilla. Muchas veces las opciones no son blancas o negras, sino de muchos tonos grises. He descubierto que lo último que uno sabe es qué debe”