Many people become self-conscious when they communicate. Whether it's writing or speaking, they are consumed by anxiety. Self-consciousness is an impediment to what is required to serve an audience effectively. One's goal must be to achieve audience consciousness. To put oneself in their place, to recognize that the value of any communication arises from how it is received by them, not by what it means to the author. Rather than learning a multiplicity of rules for speaking, for example, I would suggest that a focus on serving one's audience will simplify and clarify everything.

If leadership is, fundamentally, about serving others, then any one person should be able to move between being a "leader" and a "follower."

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

Woodrow Wilson administration ended in tragedy, with his insistence on governing following his disabling stroke. I suspect President Wilson is often graded on a special curve, because many academic historians identify with him as one of their own.

I would suggest two approaches to begin the leadership journey in earnest. First would be to ask oneself, in every interaction with others over the course of a single day: How can you best serve this person? Another approach would be to attempt, over the course of a single day, to reframe your declarative statements into questions. The thoughtful use of questions can be transformational. In my experience, most people find these exercises more challenging - and more rewarding - than they would have imagined.

Effective leadership relationships at a high level include the insertion of a degree of distance from those being served. That may be part of what President Ronald Reagan referred to when he mused that he didn't see how anyone could be president who wasn't an actor.

Curiously, for all the outpourings of scholarship on Theodore Roosevelt, no one had written a book focused directly on his leadership approach, working in large part from his own letters and other writings. That opportunity was open, and I was privileged to step in.