The leaders who work most effectively, it seems to me,never say ‘I.’ And that's not because they have trainedthemselves not to say ‘I.’ They don't think ‘I.’ Theythink ‘we’; they think ‘team.’ They understand theirjob to be to make the team function. They

Thecorrect strategy for Americans negotiating with Japanese or other foreignclients is a Japanese strategy:ask questions. When you think you understand, ask more questions. Carefullyfeel for pressure points.If an impasse is reached, don't pressure. Sugges

Cooperativeconflict builds people up, strengthens their relationships, and gets thingsdone.

Fate chooses our relatives, We choose our friends.

Usesoft words and hard arguments.

Peoplewho are too concerned with how well they are doing will be less successfuland feel less competent than those who focus on the task itself... Somepsychologists call it a conflict between egoorientation,or between extrinsic and intrinsic motivation…

We judge others by their behavior. We judge ourselves byour intentions.

Supicion of one's own motives is especially necessary for the philanthropist and the executive.

Are youreally listening... or are you just waiting for your turn to talk?

Nevercut what you can untie.

Ninety-ninepercent of all problems in communications start with misunderstandings whichdevelop as a result of differing viewpoints and conditioning.

The bad gardener quarrels with his rake.