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.

Development is better than Girl-friend

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.

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.

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?

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.