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.

In my short time in Congress, I've learned it's a lot easier to find a reason to vote against something than to vote it.

I have my strong views and opinions. I really want to transform Illinois government because this state is failing the taxpayers and the children.

I think anyone who serves in public office should have a little bit of contempt for government in their heart.

It was not necessary and might even have been disadvantageous for a government to claim a direct personal commission and communion of the kind God had given some rulers in the Old Testament. A working government might need the support of the Church but not of God Himself in a voice from on high.