The company may have captured their minds, their bodies and their pockets, but that doesn’t mean it’s captured their hearts.

Being relevant to your customers only when you’re trying to sell something means choosing to be irrelevant to them for the rest of the time.

Any expert will tell you that if you want emotionally committed relationships then people must be allowed to be true to who they are.

True leaders live their values everywhere, not just in the workplace.

Imagine a world where what you say synchs up, not sinks down.

What managers want most from companies they stop themselves from getting.What companies want most from managers they stop them from giving.

The first step to solving any problem is to accept one’s own accountability for creating it.

The heart of a company’s performance is hardwired to the hearts of its managers.

Values are deeply held personal beliefs that form your own priority code for living.

Providing the ultimate solution to work/life balance: not escaping from work but living the way you want to at work.

It’s impossible for a company to get what it wants most if managers have to make a choice between their own values and company priorities.

Here’s what you need to know most about leadership: Lead your own life first. The only thing in this world that will dependably happen from the top down is the digging of your grave.

The high quality of a company’s customer experience rarely has anything to do with the high price of their product.

A company can’t buy true emotional commitment from managers no matter how much it’s willing to spend; this is something too valuable to have a price tag. And yet a company can’t afford not to...

When you don’t know what true for you, everyone else has unusual influence.

Emotional commitment means unchecked, unvarnished devotion to the company and its success; any legendary organizational performance is the result of emotionally committed managers.

You don’t have to fear your own company being perceived as human. You want it. People don’t trust companies; they trust people.

Do you think your people struggle with being true to themselves? Do their values match up with their work?

The worst thing in your own development as a leader is not to do it wrong. It’s to do it for the wrong reasons.

Get one Manager Commitment as a result of the other Manager Commitment and you have a powerful equation for Earnings: E=MC2.

Careful now: even a financially rewarding, intellectually stimulating work environment isn’t the same as living your own values.

There will be plenty of other problems in the future. This is as good a time as any to get ahead of them.

Hard-core results come from igniting the massive power of emotional commitment. Are your people committed?

Why live my personal values at work? This is an excellent question to ask. If your attorneys are planning an insanity defense.

The first step out of the gate has to be knowing where you want to end up. What do you really want from your company?

Most managers have plenty of emotional commitment to give to their jobs. If they can be convinced it’s safe and sensible to give it.

Success means: I want to know the work I do means something to somebody and helps make the world, if not a Better place, not a worse one.

The myth of management is that your personal values are irrelevant or inappropriate at work.

Leaders are people who know exactly who they are. They know exactly where they want to go. They’re hell-bent on getting there.

When rewards come from an external source instead of an internal source, they’re unreliable, which means they’re dangerous if you grow to depend on them.

You can’t sell it outside if you can’t sell it inside.

Your company really has to work for you before you’ll really work for your company.

Success for Managers means: I want to be in healthy relationships. I want a real connection with people I spend so much time with.

Your company is its own competition and can deliver itself debilitating blows the competition only dreams of.

Leaders make a lot of mistakes but they admit those mistakes to themselves and change because of them.

Try not to take this the wrong way, but your brain is smarter than you are.

Instead of waiting for a leader you can believe in, try this: Become a leader you can believe in.

Human behavior is only unpredictable and dangerous if you don’t start from humanity in the first place.

Your values are your essence: an undistorted mirror showing you at your pure, attractive best.

Profitability. Growth. Quality. Exceeding customer expectations. These are not examples of values. These are examples of corporate strategies being sold to you as values.

Managers know what they want most: to be allowed to achieve success by leveraging who they are, not by compromising it.

When you’re not on your own agenda, you’re prey to the agenda of others.

When you’re a manager, you work for your company. When you’re a leader, your company works for you.

Your dreams and the dreams of your company may be different, but they are in no way incompatible.

Let’s get right on top of the bottom line: You must live your personal values at work.

The purpose of leadership is to change the world around you in the name of your values, so you can live those values more fully.

To integrate one’s experiences around a coherent and enduring sense of self lies at the core of creating a user’s guide to life.

Values are the individual biases that allow you to decide which actions are true for you alone.

You can stuff yourself with emotional fulfillment until it’s dribbling down your chin & your ego will quickly chomp it down and demand more.

Emotional commitment is a personal choice. Managers understand this even if their companies don’t.