Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself.
Every time we've moved ahead in IBM, it was because someone was willing to take a chance, put his head on the block, and try something new.
The best way to supervise your men is from their reports that they make out.
Don't make friends who are comfortable to be with. Make friends who will force you to lever yourself up.
Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?
The toughest thing about the power of trust is that it's very difficult to build and very easy to destroy. The essence of trust building is to emphasize the similarities between you and the customer.
