I have discovered the art of deceiving diplomats. I speakthe truth, and they never believe me.

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

Every man is wanted; and no man is wanted much.

Theconventional view serves to protect us from the painful job of thinking.

The good rain like a bad preacher, does not know when to leave off.

Keep things informal. Talking is the natural way to do business. Writing is greatfor keeping records and putting down details, but talk generates ideas. Greatthings come from our luncheon meetings which consist of a sandwich, a cup ofsoup, and a good idea

They know enough who know how to learn.

Suffer fools gladly, they might be right.

This dualityhas been reflected in classical as well as modern literature as reason versuspassion, or mind versus intuition. The split between the ‘conscious’ mind andthe ‘unconscious.’ There are moments in each of our lives when ourverbal-intellect sugges

No onecan persuade another to change. Each of us guards a gate of change that canonly be opened from the inside. We cannot open the gate of another, either byargument or emotional appeal.

The measure of a man is what he does with power.

Trust no one unless you have eaten much salt with him.