Research has found that in most companies managers who get promoted rapidly spend most of their time networking and politicking, while their more effective colleagues spent their time building their units and developing their people.

Managers can use power, money or certain circumstances to achieve short-term results. However, motivation is crucial for achieving long-term results.

When people feel trusted, they'll begin to understand they are contributors--and you'll get great ideas and happy people.

The Practising Manager’s Growth Mantra-Growth in an enterprise is created through remarkable achievements, not incremental achievements like efficiency or effectiveness.-Remarkable achievements are possible only in complexity.-Only volitional engagement can work in complexity. Luckily, there is no certainty in complexity. Hence, motivational engagement cannot work.-People who make choices based on the purpose can only be volitionally engaged—they are the growth managers, the leaders.

Joel Bakan, author of The Corporation: The Pathological Pursuit of Profit and Power argues that if corporations have 'person hood' under the law, then it makes sense to question what kind of people they are. He posits that corporations behave with all the classical signs of sociopathy: they are inherently amoral, they elevate their own interests above all others', and they disregard moral and sometimes legal limits on their behavior in pursuit of their own advancement. Organizations of this type would thrive under the leadership of people who have the same traits: sociopaths.

Academically brilliant persons usually make excellent managers and bureaucrats as they can efficiently implement the vision of the government or world leaders by following the prescribed methods. However, they may prove to be poor leaders, for they may not have taken the pain to understand the world on their own, and hence, cannot contribute any new thought or line of action to tackle new problems.

People with power do not regulate their behavior as much. They become egocentric and preoccupied with their own self-interest, which eclipses their awareness of the interests of others.

Convincing a leader of the value of front-line ideas alone is rarely enough for that person to overcome years of entrenched bad habits and to change his management style.

In order for collaboration to take place, managers must give up their silos and their perceptions of power.

It’s unfair to see managers buying brand new cars for themselves when the salaries of their workers still remain unpaid! Good leaders are not selfish thinkers!