The burden is on Saddam Hussein. And our policy, our national policy - not the UN policy but our national policy - is that the regime should be changed until such time as he demonstrates that it is not necessary to change the regime because the regime has changed itself.

I worked with the Nato Military Committee. The Head of the Luxembourg Armed Forces had equal standing with me, and I had to respect that. He was the leader of the armed forces of a sovereign country. I had to make sure he never thought that I was looking down on them, merely because they had less power than we did. With that kind of approach you can develop bonds of trust. I tried to do the same thing with my colleagues when I was Secretary of State.

Get mad, then get over it.

We are not trapped in what the science of management says we can do. We are capable of doing what the art of leadership says is possible.

You have to comply, you have to obey - or you'd better resign and leave. But that is also the mark of a great leader - somebody who, in the presence of inner conflict, will do the right thing.

Pissing people off doesn't mean you're doing the right things, but doing the right things will almost inevitably piss people off.

I have found that leadership is leadership is leadership. It applies whether you are in government or in corporate life or in non-profit life.