If you have never failed at anything, then you haven't been trying hard enough, aren't very imaginative, or have had such extraordinarily good luck that you have come to believe you are invincible.
For good ideas and true innovation, you need human interaction, conflict, argument, debate.
Companies don't have ideas. Only people do. And what motivates people are the bonds of loyalty and trust they develop around each other.
I don't think you ever know anyone until you see them in action.
We know - intellectually - that confronting an issue is the only way to resolve it. But any resolution will disrupt the status quo. Given the choice between conflict and change on the one hand, and inertia on the other, the ostrich position can seem very attractive.
Bosses and leaders everywhere should cherish the people who bring them bad news, disappointing data or hard problems.
We have to see conflict as thinking and then get really good at it.
As long as they are well-intentioned, mistakes are not a matter for shame but for learning
A fantastic model of collaboration: thinking partners who aren't echo chambers.
The healthiest companies are always characterized by organic talent development.
[For constructive conflict,] we have to resist the neurobiological drive which means that we really prefer people mostly like ourselves.
The cell phone has become the adult's transitional object, replacing the toddler's teddy bear for comfort and a sense of belonging.
Making those around you feel invisible is the opposite of leadership.
Words are how people think. When you misuse words, you diminish your ability to think clearly and truthfully.
Making a company fit to sell may be the only way to ensure you never need a buyer.
A thinking partner who isn't an echo chamber... How many of us dare to have such collaborators?
Huge open source organizations like Red Hat and Mozilla manage the collaboration of hundreds of people who don't know one another and have spent no time hanging around the water cooler.
All businesses and jobs depend on a vast number of people, often unnoticed and unthanked, without which nothing really gets done. They are all human and deserve respect and gratitude.
Those in powerless positions aren't about to complain about bullying bosses, abusive supervisors or corrupt co-workers. There is no safe way to do so and no process that promises redress.
As long as it (an issue) remains invisible, it is guaranteed to remain insoluble.
The truth won't set us free - until we develop the skills and the habit and the talent and the moral courage to use it.
The biggest catastrophes that we've witnessed rarely come from information that is secret or hidden. It comes from information that is freely available and out there, but that we are willfully blind to.
You cannot fix a problem that you refuse to acknowledge.
Instead, we have found ourselves gasping for air in a sea of corruption, dysfunction, environmental degradation, waste, disenchantment and inequality—and the harder we compete, the more unequal we become.
On overnight flights, I have trained myself to get to sleep almost instantly after takeoff. I always listen to the same audiobook on my iPod so my brain knows, regardless of time zone, that that voice means it's time for bed.
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