First of all, you've got to have a vision of 'What kind of program do I want to have?' Then you've got to have a plan to implement it. Then you've got to set the example that you want, develop the principles and values that are important, and get people to buy into it.

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.

In your hands, my dissatisfied fellow-countrymen, and not in mine, is the momentous issue of civil war.

There must appear a spiritual and moral leadership rising above economic and political situations. Governments in both their domestic and foreign policies appeal for popular support by promises of material gain. We cannot make peace by mere appeal to greed. We must give the peoples of the world something to live for as well as something to live on.

Open, frank communication is the lynchpin to teamwork. A fractured team is like a fractured bone; fixing it is always painful and sometimes you have to re-break it to heal it fully - and the re-break always hurts more because it is intentional.

Trying to build a team over the course of the winter to put on the field is really just half the job. Because if your best players go down, it's not so much him going down as who you replace him with, which ultimately might have the biggest impact on how you end up finishing. So you want to have both a belt and suspenders for support.