“Ego protects itself by pushing responsibility on others. Taking responsibility is the courageous decision to take ownership without hiding behind others. Confront excuse-makers. Honor responsibility-takers.”

—Dan Rockwell.

“Criticism is about what was. Coaching is about what could be.”

—Dan Rockwell.

“When you ignore details, you give detail-people the impression that details don’t matter. People with strengths you don’t have expand team potential. They are more important to the team than people who share your strengths.”

—Dan Rockwell.

“Momma was wrong when she said don’t interrupt people. If someone is rude enough to hijack your meeting, you should be bold enough to interrupt. Don’t allow talkative participants to blab on and on. (It’s polite to interrupt rude people.)”

—Dan Rockwell.

“Better to think you are average and work hard than to think you’re above average and feel entitled. Entitlement is the end of development.”

—Dan Rockwell

“Correct an arrogant manager and you’ll likely be insulted for your trouble. Weak, arrogant leaders feel offended when you disagree with them. Strong, humble leaders explore dissent.”

—Dan Rockwell.

“Realize that others don’t love the sound of your voice as much as you.

Hit the highlights. No one cares about the backstory except you. Some detail adds color. Too much is a snoozer.

Judge your message harshly. Do you have anything worth saying?”

—Dan Rockwell.

“It doesn’t matter how many weeds you pull if you haven’t planted seeds.

It’s important to stop negative behaviors, but successful leadership requires positive action.

How are you saying yes?”
—Dan Rockwell.

“I don’t want you on my team unless you’re committed to help others improve.”
—Dan Rockwell.

‘Don’t cast pearls before pigs.

When you realize you’re dealing with a know-it-all say, “Oh, I see you already know what you should do about this. I shouldn’t have offered my suggestions. Please feel free to keep me informed on your progress.”’
—Dan Rockwell.

“People with extraordinary strengths have exceptional weaknesses. Don’t limit your success by eliminating remarkable people.

A detail-person is too literal.
A person who is good with people talks too much.

Don’t let the negative 20% pollute the positive 80%.”

—Dan Rockwell.

“When you hear complaints from team members, determine if they are contributing-complainers or dead weight.

Pay attention to complaints from people with skin in the game.”
—Dan Rockwell.

“You’re on your own when people feel excluded and disrespected.

Invite people to participate early and often.”

—Dan Rockwell.

“How you occur to others – when you show up – reflects the future of your relationships.

Leaders who never screw up aren’t worth following.

Leaders who own their failures learn empathy for others.”
—Dan Rockwell.

“It’s not patient to tolerate poor performance. It’s neglect.

Patience with poor performance eventually becomes permission to perform poorly.

Approval becomes abuse.

Develop a plan to solve issues.

Don’t simply declare that you expect things to change.”
—Dan Rockwell.

“Nearly 300 people have died climbing Mt. Everest.

Some didn’t quit when they should.

Goals can kill you.”
—Dan Rockwell.

‘Obstructionists ask questions to block progress. One employee said, “When I don’t want to do something, I start asking lots of questions.“‘

—Dan Rockwell.

“Lousy leaders focus on what’s wrong with you.

Turn your complaining tongue on yourself if you enjoy complaining about others.

Under-performing leaders complain about others. But nothing changes until you focus on your performance first.”

—-Dan Rockwell.

“Feelings can’t be trusted.

Feelings want you to take the easy path and beat you up when you do. When you avoid a tough conversation, you feel relief. Later, you feel anxious and disappointed.”
—Dan Rockwell.

“Hang with the courageous.

Fear talks you out of exceptional and into mediocre.”

—Dan Rockwell.

‘Humility allows for learning, growing, and improvement.

“A man should never be ashamed to own that he has been in the wrong, which is but saying in other words that he is wiser today than he was yesterday.” Alexander Pope.

Bigheads can’t improve because they can’t be wrong.’
—Dan Rockwell.

“It might feel good to ‘put people in their place,’ but the consequences of disrespect aren’t worth the pleasures of feeling superior.”
—Dan Rockwell.

“You’re trapped if you can’t say no to the boss.”
—Dan Rockwell.

“When people constantly explain why it can’t be done, the real issue is commitment.”

—Dan Rockwell.

“Progress is a potent elixir that fuels vitality.

Conformists provide steady progress. Contrarians, complainers, and irritants innovate.

At the end of the day, your team should know if they won, lost, or ran in place.”
—Dan Rockwell.

“When I’m joking around, others are laughing and smiling. When I’m stressed, the ride is no fun for anyone.

Influence means your behaviours matter. The people around you – to some degree – reflect you.”

—Dan Rockwell.

“The first step into your future is letting go of what stopped working.”
—Dan Rockwell.

“You can’t light someone’s fire when yours is out.

Great leaders fuel fires. Lousy leaders drown dreams.

Finding purpose is like finding fire.”

—Dan Rockwell.

“When one excuse follows another, the real issue is commitment.”
—Dan Rockwell.

“Disappointment turns to hurt. Hurt turns to anger. Anger becomes bitterness.”
—Dan Rockwell.