In 1744, a fourteen-year-old named George Washington copied out 110 rules of civility handed down by Jesuit missionaries in his schoolbook. He didn't just memorize them — he lived them. Those rules helped shape the character of the man who would hold the Continental Army together through Valley Forge, preside over the Constitutional Convention, and set the moral tone for the American presidency. But where did the Jesuits get these rules? While we can trace them through the ages the Jesuits and The General’s Rules track back to the wisdom found in Scriptures.

Today's business world is suffering a civility crisis. Research shows that 98% of employees have experienced uncivil behavior on the job; 70% of Americans believe incivility has reached crisis proportions; and the costs to organizations — in lost productivity, turnover, and legal exposure — run into the hundreds of billions of dollars annually. Into this void steps a surprisingly timely source of wisdom: Washington's 110 Rules.

Don’t Tweet That  takes each of Washington's 110 rules — organized thematically across 12 chapters — and translates them into actionable leadership principles for young business managers. Drawing on the author's four-decade C-suite career spanning CFO, COO, and CEO roles across multiple industries, each chapter pairs the historical rule with modern business scenarios, biblical wisdom from the Book of Proverbs and other scripture, psychological research on human behavior, and practical management frameworks. The book does not moralize — it equips. It gives young leaders a vocabulary and a behavioral system for building trust, commanding respect, managing up and down the hierarchy, navigating conflict, and leading with the kind of character that compounds over a career.

The animating thesis is simple: Washington's rules are not etiquette. They are competitive advantage. The leader who masters them doesn't just avoid embarrassment — they build organizations where people choose to give their best.

Don’t Tweet That is ultimately a book about the architecture of trust — and trust, as any executive knows, is the asset that underlies every other asset on the balance sheet.