It is so easy to "calibrate" -that is, given the pressures on a smaller company to redefine in less ambitious terms- that which you are in business to accomplish. The moment this happens the downward spiral begins.

At the end of the day it's really easy to be a great leader when things are going well. The real test, whether or not you believe in being an emotionally intelligent leader, is when things go wrong.

As buoyancy is not contrary to other characteristics of leadership, including decisiveness, accountability and performance standards, I don't ever think it can be self-defeating.

When your people have determined that you understand their lies in their hearts and are dedicated to their functional wellbeing, they will compensate for your weaknesses and shore up your strengths.

Mandela stands alone in possessing all of the qualities of other great men, but has one quality which is transcendent... his ability to forgive and to place others above himself.

What I've come to realize is that emotional intelligence, which I define as buoyancy, was the only way I knew how to lead, and is, in my option, the only way to inspire real change.

The phrases and language used everyday in an organization can in fact affect the way your team makes decisions and conducts themselves.