"That experience gave me the opportunity to observe my own behavior, as well as that of others, so that I could seek — and find — the insights I needed to improve." -Investing In Leadership

"We all know a great leader when we meet one. They’re intelligent and well-spoken, of course, but they’re more than that." - Emotional Management

"Conflict—when effectively managed— is a dialectic, dynamic force for innovation and change." - Conflict Managment

"When ungrounded assessments become the foundation for decisions and action, they inhibit relationships and productivity." - The Ladder of Influence

"Listening is the first step to developing team synergy, which in the long run can solve many more problems than a leader can alone." -Listening

"Our mental models are natural and unavoidable. They are a strength – because they allow us to make sense of the world – but also a weakness. There will always be a gap between reality and our understanding of reality." - Mental Models

"By distinguishing between observations and assessments, we can avoid getting caught up in misunderstandings and drama. We can also gain insights into communication breakdowns and speak in ways that generate effective action." - Sound Judgment

"This is the paradox of responsibility: only by admitting and confronting our mistakes can we over- come them. no matter who or what is “at fault,” the only choice we ever have is how we’ll respond here, now, in this moment." - Response-Ability

"Though we think we are playing it safe by keeping our private thoughts private, we are doing ourselves, our relationships and our effectiveness a disservice." - Revelation and Insights

"Real learning is future oriented: it’s not about what is or what has always been; instead, it’s about what may be possible." - The Business of Learning