Get to know your people. What they do well, what they enjoy doing, what their weaknesses and strengths are, and what they want and need to get from their job.
If you don't do it excellently, don't do it at all. Because if it's not excellent, it won't be profitable or fun, and if you're not in business for fun or profit, what the hell are you doing there?
Nobody should be chief executive officer of anything for more than five or six years. By then he's stale, bored, and utterly dependent upon his own clich�s.
The first lesson is: To hell with centralized strategic planning. If you don't have a good leader, it's all nothing; it's just a bunch of papers flying around.
On Destiny: "Our destiny exercises its influence over us even when, as yet, we have not learned its nature: it is our future that lays down the law of our today."
Human, All Too Human