“the strength of the team is impacted by its weakest link.”

“Why worry about things you can't control when you can keep yourself busy controlling the things that depend on you?”

“People do not care how much you know until they know how much you care.”

“The company owner doesn't need to win. The best idea does.”

“First we form habits, but then our habits form us.

“The measure of a leader is not the number of people who serve him but the number of people he serves.”

“Focus on your faith and feed it. The more energy and time you give it, the stronger it becomes. And anytime you feel afraid of doing something but go ahead and do it anyway, you will be reprogramming your attitude. When you feel fear, it will mean “go” instead of “stop,” and “fight harder” instead of “give up.” 

“In most cases, those who want power probably shouldn't have it, those who enjoy it probably do so for the wrong reasons, and those who want most to hold on to it don't understand that it's only temporary.”

“The real art of conversation is not only to say the right thing in the right place, but to leave unsaid the wrong thing at the tempting moment.”

“• Leaders gain credibility when they suffer with those they lead.”

“Will the reader turn the page?”

“You cannot kindle afire in any other heart until it is burning within your -ELEANOR DOAN”

“Several years ago Dr. Maxwell Maltz’s book, Psycho-Cybernetics, was one of the most popular books on the market. Dr. Maltz was a plastic surgeon who often took disfigured faces and made them more attractive. He observed that in every case, the patient’s self-image rose with his and her physical improvement. In addition to being a successful surgeon, Dr. Maltz was a great psychologist who understood human nature. A wealthy woman was greatly concerned about her son, and she came to Dr. Maltz for advice. She had hoped that the son would assume the family business following her husband’s death, but when the son came of age, he refused to assume that responsibility and chose to enter an entirely different field. She thought Dr. Maltz could help convince the boy that he was making a grave error. The doctor agreed to see him, and he probed into the reasons for the young man’s decision. The son explained, “I would have loved to take over the family business, but you don’t understand the relationship I had with my father. He was a driven man who came up the hard way. His objective was to teach me self-reliance, but he made a drastic mistake. He tried to teach me that principle in a negative way. He thought the best way to teach me self-reliance was to never encourage or praise me. He wanted me to be tough and independent. Every day we played catch in the yard. The object was for me to catch the ball ten straight times. I would catch that ball eight or nine times, but always on that tenth throw he would do everything possible to make me miss it. He would throw it on the ground or over my head but always so I had no chance of catching it.” The young man paused for a moment and then said, “He never let me catch the tenth ball—never! And I guess that’s why I have to get away from his business; I want to catch that tenth ball!”

“Major barriers to successful planning are fear of change, ignorance, uncertainty about the future, and lack of imagination.”

“If you don't have influence, you will never be able to lead others.”