First ask why, and decide whether something is worth doing. Only after that should you set about doing it as well as you can.
We have a Marlboro Man Theory of leadership and change, especially in America, but in fact anything great that's accomplished is accomplished by many hands.
CEOs will struggle to keep themselves and their companies current, relevant, and ahead of the curve.
It turns out that we determine who our leaders are by unconscious undertones we all project with our voices - and of which we're completely unaware.
The person in power takes up the most space.
You have to begin by posing questions to your unconscious mind, and then listening very carefully for the answers. If you pose the right kinds of questions, and listen well, you can begin to tap into the power of your unconscious mind.
Use your unconscious mind to read other people's intents, emotions, and desires.
You can strengthen your leadership voice by finding what I call its Maximum Resonance Point and learning to pitch your voice there. That gives you the strongest voice and thus the one that people are most likely to want to follow.
Sometimes, with leaders, the stakes are very high indeed. Churchill, in WWII, for example, could not afford to utter publicly his concerns about England's ability to survive Hitler's onslaught. He thought about them, but the leadership conversation sometimes needs to inspire, not voice doubt.
The Dalai Lama is my personal (and the world's) hero and has been for me since I was 17 and I first learned about him. His openness and acceptance of the world and his focus on others are constant inspirations for me.
"Don't let TV be a babysitter!!!!"
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