I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.

Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.

All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

Trump is in the White House, fulminating on Twitter, messing up foreign policy, mistaking critics for enemies, refusing to immediately and unequivocally condemn neo-Nazis, racists, and other assorted goons - and, in general, failing to provide the nation with a scintilla of moral leadership. This will last until it can't any longer.

You have to enable and empower people to make decisions independent of you. As I've learned, each person on a team is an extension of your leadership; if they feel empowered by you they will magnify your power to lead.

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

The more I got into my artistry, I got a bigger responsibility: the kids in Chicago, they look up to the rappers. We influence them.