It’s not our thoughts or feelings that get us into trouble. It’s not our disclosures that cause distress. It’s our attachment to them, our belief that we are right.

“Who am I writing for?” It’s a fundamental question, and it has a fundamental answer: You are writing for yourself.

Power causes people to attend to rewards and gains rather than losses, increases their optimism, and leads them to engage in riskier behavior, thus seemingly freeing people to do what they otherwise would not as they vigorously pursue their own goals with little regard for how their behavior affects others.

Your goals should be hard to achieve. But also they should be within reach. To aim at results that cannot be achieved is not being ambitious; it is being foolish.

If you rely on the market to drag your stock along, then you might as well take the bus to Atlantic City and bet on red or black.

The single greatest advantage any company can achieve is organizational health. Yet it is ignored by most leaders even though it is simple, free, and available to anyone who wants it.

Their work illustrates how DevOps can improve the state of the art in organizational design, software development culture, and systems architecture.

The best thing about this whole experience is that the agreement helped me be calm and let them learn. They chose; they got the consequence. I was loving, I was supportive, but I didn’t get in the way.

What’s wrong is that they have no idea how their behavior is coming across to the people who matter—their bosses, colleagues, subordinates, customers, and clients.

Staying small doesn’t have to be a stepping-stone to something else, or the result of a business failure—rather, it can be an end goal or a smart long-term strategy.