Debate, discussion, disagreement and dialogue are the lifeblood of vibrant and adaptive organizations.

Leaders need to establish at the outset that they intend to tell their boss what he or she needs to hear, as opposed to what he or she wants to hear.

High-Performance Leaders think as much about developing future potential as about evaluating present performance.

Respect the office even if you don't respect who sits in it.

If you're not willing to see it on the bulletin board or in an e-mail, don't say it and don't write it.

To get loyalty, you must give loyalty.

The more information you give bosses, the more reason you give them to trust you, and the more they will feel part of your world.

People join good companies but leave bad bosses.

Demonstrating trust elicits trust.

Leadership is about building followership-and it's your values that build followership. And it's substance and character, not style, that determine followership. People follow not just because of what you do, but because of who you are.