A goodmanager doesn't try to eliminate conflict; he tries to keep it from wastingthe energies of his people. If you're the boss and your people fight youopenly when they think that you are wrong that's healthy.

Thefirst principle of contract negotiation is don'tremind them of what you did in the past; tell them what you're going to do inthe future.

Themore adaptability exists for a given kind of decision, the less risky it isto make plans for the future, and therefore the more likely it is that morepeople will make more plans in such areas.

The possession of power over others in inherently destructiveboth to the possessor of the power and to those over whom it is exercised.

Believing that soom good can be derived from every event is a better preposition than that everything happens for the best, which is assuredly does not.

My fathersaid: you must never try to make all the money that's in a deal. Let theother fellow make some money too, because if you have a reputation for alwaysmaking all the money, you won't have many deals.

A half truth is a whole lie.

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

Don'tput all your eggs in one basket.

Kindness it is that bring forth kindness.

Expreince never helps us avoid doing something foolish; it merely prevents us from enjoying it.

It's notthe size of the dog in the fight, it's the size of the fight in the dog.