Conduct of a Leader

Never try to solve all problems at once - make them line up one-by-one.

First be effective: then devise ways to be efficient.

Aggressive and consistent review of accountability guarantees an improvement in results.

Results are generated by condition and the operating environment.

Your true adversary is time, not competition, not legislation, not the economy --But Time.

Move fast with reversible decisions-- move less fast with irreversible decisions.

The bigger the decision, the more subjective the decision making process.

Quantitative analyses only justify decisions.

Avoid paralysis by analysis.
If you want to be a leader--begin performing like one. 

Planning
The effectiveness of a firm’s planning and control is inversely related to the organizational level at which it is exercised.

 It is far better to risk over investment of time in productive planning than to rely on AD HOC solutions to unpredictable problems.

Planning is not complicated, but it is tedious-- That’s why the temptation is so strong to avoid it.

A business can tolerate a truly enormous number of errors in detail if the strategic direction is relevant and correct.

Nothing is a devastating to an opinion as a number.

If a number analysis conflicts with common sense, abandon the number.

Never propose single vector strategy plans.

People (Including Yourself)
 Seek out those rare individuals who are truly committed and build around them.

It never pays to delay personnel decisions.

Never become involved in the personal lives of business associates.

What you extract from your peers and associates.

Don’t complain or explain.

A decisive man will always prevail; only because almost everybody is indecisive (persistence usually wins).

The first and foremost social goal of a business is making a profit.

No superior can give you authority-- your extent of authority is exactly.

Development Programs
Always establish reserves.

Tell people what you’re doing.

When possible, provide individual pre-briefs to management council members.

Don’t be reluctant to call for an audit.
Test what you buy, buy what you test.

Remember: Hardware doesn’t lie.
Require all assumptions to be clearly identified.

When in doubt; ask ‘Why?