“A true Leader asks advice, when he has time to think; but he never asks advice in a crisis. He acts”

“The difference between a good administrator and a bad one is about five heartbeats. Good administrators make immediate choices. […] They usually can be made to work. A bad administrator, on the other hand, hesitates, diddles around, asks for committees, for research and reports. Eventually, he acts in ways which create serious problems. […] “A bad administrator is more concerned with reports than with decisions. He wants the hard record which he can display as an excuse for his errors. […] Oh, they depend on verbal orders. They never lie about what they’ve done if their verbal orders cause problems, and they surround themselves with people able to act wisely on the basis of verbal orders. Often, the most important piece of information is that something has gone wrong. Bad administrators hide their mistakes until it’s too late to make corrections.”

“Address the solvable first, instructs the father by way of teaching his son crisis management. That way, he counsels, there is less distraction to tackle more daunting issues.”

“When he wanted, he could radiate charm and sincerity, but I often wonder in these later days if anything about him was as it seemed. I think now he was a man fighting constantly to escape the bars of an invisible cage.”

“Leto turned a hard stare at Kynes. And Kynes, returning the stare, found himself troubled by a fact he had observed here: This Duke was concerned more over the men than he was over the spice. He risked his own life, and that of his son to save the men. He passed off the loss of a spice crawler with a gesture. The threat to men's lives had him in a rage. A leader such as that would command fanatic loyalty. He would be difficult to defeat.Against his own will and all previous judgements, Kynes admitted to himself: I like this Duke.”

“He that cannot forgive others, breaks the bridge over which he must pass himself; for every man has need to be forgiven.”

“Most people know that when we are faced with an immediate perceived “threat,” adrenaline kicks in and we experience the “fight or flight syndrome”. Well, the brain also works the same at higher levels of processing. When we perceive a “crisis”, even if we have time to think about it, our brain will perceive it as a “danger” or as an “opportunity”. And… we will act accordingly. And… we will have an outcome based on that perception- danger or opportunity. I try to choose “opportunity” every time.”