The leaders who work most effectively, it seems to me,never say ‘I.’ And that's not because they have trainedthemselves not to say ‘I.’ They don't think ‘I.’ Theythink ‘we’; they think ‘team.’ They understand theirjob to be to make the team function. They

No onecan persuade another to change. Each of us guards a gate of change that canonly be opened from the inside. We cannot open the gate of another, either byargument or emotional appeal.

Most of our so-called reasoning consists in finding arguments for going on believingas we already do.

Thedifficult part in an argument is not to defend one's opinion, but rather toknow it.

One must be poor to know the luxury of giving.

Almost all four faults are more pardonable than the methods we think up to hide them

Win/winis an attitude, not an outcome.

Wisdom loves the children of men, but she prefers those who come through foolishness to wisdom

Nature's instructions are always slow, those of men are generally premature.

Conflictcan destroy a team which hasn't spent time learning to deal with it.

To know the pains of power, we must go to those who haveit; to know its pleasures, we must go to those who are seeking it.

Education is the chief defence of a Nation.