Leaders must be aware of the strengths and weaknesses of their team and use them to their advantage.

Scorecards describe the mission for the position, outcomes that must be accomplished, and competencies that fit with both the culture of the company and the role.

As long as we are something, God cannot be everything, and His omnipotence cannot do its full work.

A loosely coupled, well-encapsulated architecture drives IT performance.

When everyone is focused on results and using those to define success, it is difficult for ego to get out of hand. No matter how good an individual on the team might be feeling about his or her situation, if the team loses, everyone loses.

The truth is often uncomfortable, but it is also the only way to move forward.

Understand: it is not only what you do that must have flow, but also how you do things. It is your strategies, your methods of attacking problems, that must constantly be adapted to circumstances.

Lesson 2: To have a successful company, have high talent density, a lot of candor, and get rid of dumb policies. When you have multiple high performers together, they hold themselves to a higher standard and have more fun.

A MANAGER’S JOB IS TO . . . build a team that works well together, support members in reaching their career goals, and create processes to get work done smoothly and efficiently.

The struggle for control over the future is a stark example of our refusal to acknowledge our built-in limitations when it comes to time, because it’s a fight the worrier obviously won’t win. You can never be truly certain about the future. And so your reach will always exceed your grasp.