If the culture is strong, new people will become like the culture. If the culture is weak, the culture will become like the new people.

Ask questions of your actions, and your actions will answer.

When you’re thinking about storytelling, cater to your most uninterested customer first.

These suggestions may sound insignificant in nature, but the kaizen philosophy believes that it is in fact the smallest of improvements that will cumulatively push the business forward and keep it ahead of competitors that don’t care about sweating the small stuff.

To be considered the best in your industry, you don’t need to be the best at any one thing. You need to be good at a variety of complementary and rare skills that your industry values and that your competitors lack.

‘I found that when you get enough A players together, when you go through the incredible work to find five of these A players, they really like working with each other because they’ve never had a chance to do that before and they don’t want to work with B and C players. And so it becomes self-policing, and they only want to hire more A players. And

If you want to create positive behaviour, don’t make statements, ask binary yes or no questions. People are more likely to answer ‘yes’ if it will bring them closer to who they want to be, and once they answer ‘yes’, that yes is more likely to come true.

‘Type 2 decisions can and should be made quickly by high-judgement individuals or small groups.’

Questions, unlike statements, elicit an active response – they make people think.