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Unless commitment is made, there are only promises and hopes... but no plans.

stupid with a plan is better than just stupid.

To accomplish great things, we must not only act, but also dream; not only plan, but also believe.

People don't care how much you know until they know how much you care.

Our most basic choice, the one that grounds all the others, is this: Do we attend closely to the business of our choices, or do we flee from them, in arrogance, or fear, or boredom--or some combination of all three?

I long to accomplish a great and noble task, but it is my chief duty to accomplish small tasks as if they were great and noble.

Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness concerning all acts of initiative and creation. There is one elementary truth, the ignorance of which kills countless ideas and splendid plans; that the moment one definitely commits oneself, then providence moves too.

All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision raising in one's favor all manner of unforeseen events, meetings and material assistance which no one could have dreamed would have come their way.

Willpower goes a decisive step further than motivation. It implies a commitment that comes only from a deep, personal attachment to a certain intention. Willpower springs from a conscious choice to make a concrete thing happen. This commitment to a certain end - not to doing something but to achieving something - represents the engagement of the human will.

Commitment is the emotional attachment one has to the organisation within which one works and the pride one has in its achievements. Engagement, on the other hand, is more - the demonstration of discretionary effort to ensure the organisation achieves its goals.

Two insights influence how we think through the role and development of effective leaders and managers. First, there is likely to be a gap between the level of commitment in any organisation and the level of engagement (commitment always being higher than engagement); superior performing organisations being those with smaller gaps. Secondly, whilst commitment can be influenced significantly, though not exclusively, by the leadership of an organisation, engagement is primarily, though not exclusively, the outcome of the interaction between an individual employee and their line manager.

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The interested person will do what is convenient. The committed person will do whatever it takes.