“My office is in a building in midtown Chicago. It's an older building, and not in the best of shape, especially since there was that problem with the elevator last year. I don't care what anyone says, that wasn't my fault. when a giant scorpion the size of an Irish wolfhound is tearing its way through the roof of your elevator car, you get real willing to take desperate measures.”

“Why climb the corporate ladder when you can build an elevator in your own building?”

“Shouldn't a real city have at least one building with an elevator?”

“If I get on the elevator on the ground floor, the building has no basement, and someone says, Going up? I like to give them that blank road kill dead in the eyes look.”

“Since the greatest room for each person's growth is in the areas of his greatest strength, you should focus your training time and money on educating him about his strengths and figuring out ways to build on these strengths rather than on remedially trying to plug his 'skill gaps.' You will find that this one shift in emphasis will pay huge dividends. In one fell swoop you will sidestep three potential pitfalls to building a strengths-based organization: the 'I don't have the skills and knowledge I need' problem, the 'I don't know what I'm best at' problem, and the 'my manager doesn't know what I'm best at' problem.”

“I'm sorry," she says.I wheel around. "You know, you're a total know-it-all. And it's incredibly rude sometimes; I mean, you're not perfect either, and you act like it's my fault but it's not my fault for being quiet or your fault for being a know-it-all. It's not your problem or my problem; it's their problem. They're the demented ones, not us, so don't take it out on me, because the only thing that holds things together for me is having someone else on the Not Demented Team.”