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.

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

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 respond to the level of confidence you show in them.

Demonstrating trust elicits trust.

Leadership is like an iceberg: ninety percent of it is hidden below the surface.

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.

If a leader withholds feedback out of a desire not to de-motivate, that leader actually retards improvement in a subordinate's performance.

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.

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