“Of the twelve, the most powerful questions (to employees, guaging their satisfaction with their employers) are those witha combination of the strongest links to the most business outcomes (to include profitability). Armed with this perspective, we now know that the following six ar ethe most powerful questions: 1) Do I know what is expected of me at work?2) Do I have the materials and equipment I need to do my work right?3) Do I have the opportunity to do what I do best every day?4) In the last seven days, have I received recognition or praise for good work?5) Does my supervisor, or someone at work, seem to care about me as a person?6) Is there someone at work who encourages my development?As a manager, if you want to know what you should do to build a strong and productive workplace, securing 5s to these six questions would be an excellent place to start.”

“There has to be a way to redirect employee's driving ambition and to channel it more productively. There is. Create heroes in every role. Make every role, performed at excellence, a respected profession.”

“The Four Keys of Great Managers:1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."2. "When setting expectations, they define the right outcomes ... not the right steps."3. "When motivating someone, they focus on strengths ... not on weaknesses."4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.”

“I've read something that Bill Gates said about six months ago. He said, ‘I worked really, really hard in my 20s.’ And I know what he means, because I worked really, really hard in my 20s too. Literally, you know, 7 days a week, a lot of hours every day. And it actually is a wonderful thing to do, because you can get a lot done. But you can't do it forever, and you don't want to do it forever, and you have to come up with ways of figuring out what the most important things are and working with other people even more.”

“Define excellence vividly, quantitatively. Paint a picture for your most talented employees of what excellence looks like. Keep everyone pushing and pushing toward the right-hand edge of the bell curve.”

“There is only one classroom in which to learn: 1. The work of God. 2. The will of God. 3. The trustworthiness of God. 4. The presence of God. The classroom is where I am now. This is the place appointed by God for my instruction and sanctification - even here: 1. where it seems God is doing nothing (He is, in fact, at work in unseen ways); 2. where His will seems obscure or frightening (He will surely give me peace at last); 3. where He isn't doing what I want Him to (He is doing something better - preparing bread for me when what I asked was in actual fact a stone; or perhaps, He is doing the very thing I prayed for, but in a way incomprehensible to me); 4. where He is most absent (yes, even there His promise holds: I will never leave you or forsake you. My faith must size that written word regardless of the enemy's taunt, "You've been abandoned.").”

“Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.”