Nick Morgan Quotes

If you adopt the body language of a power player, it will greatly facilitate your ability to be a power player.

Storytelling sticks in the mind because it attaches emotions to events, and that's the way we remember things. If you don't tell stories, no one will remember what you say.

A language like Ruby is a toolbox with some really neat little tools that do their job really nicely. JavaScript is a leather sheath with a really really sharp knife inside. That knife can cut anything, and with it you can do anything. You can kill a bear. You can catch fish. You can whittle a piece of wood into a pony. It's even a toothpick.

Leaders can only lead willing, preferably zealous followers so don't get too far out in front of your team.

The person in power takes up the most space.

The world is a very big place and there are many wonderful people in with ideas you haven't thought about. Talk to them, find out what they're thinking, so that you can be the best person you can be.

Emotions are charismatic. Focused emotions are very charismatic. To lead people with charisma, you need to take charge of and focus your emotions.

Use your unconscious mind to read other people's intents, emotions, and desires.

The questionnaire is a simple first step toward becoming more self-aware.

There are four different kinds of power in a communication: position power (the CEO talking to her direct reports), emotion power (passion sometimes rules the day), expertise (people often listen to the most knowledgeable person in the room), and conversational power (the subtlest, this is the ability to direct the conversation through body language).

We all need to be astute in sending and reading power cues, so that we can prevent ourselves - and the world - from being manipulated by evil geniuses like Hitler.

Every human emits unconscious vocal undertones that determine who the leader is in the room.

First ask why, and decide whether something is worth doing. Only after that should you set about doing it as well as you can.

Being embarrassed means that you're human, and we like you better for it

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.

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.

Our conscious minds are rapidly overwhelmed with the few tasks that they attempt to manage. That's why our unconscious minds have evolved to handle so much of our thinking.

We are communal beings who love to get together in groups and share emotions - like sporting events, rock concerts and political rallies. We crave tribal membership.

The whole reason to study (and learn to control) body language is to have that support (rather than undercut) your message.

Gestures come first! Before we're consciously aware of our thoughts, we start to gesture. Pay attention to your gestures, and others', and you can become a more powerful communicator.

Don't let TV be a babysitter!!!!

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.

In cyberspace, we get many fewer cues about the emotional states and attitudes of the people we're talking to. That makes it less interesting, easier to mis-communicate, and more likely to destroy trust. So you need to treat cyberspace with care, especially being aware of the fragile nature of trust in the virtual world.

The key is to become aware of how you are signaling your presence in meetings, conversations, speeches - everywhere you show up. Then you can take charge of them.

Indeed, we learn far more from our mistakes than our successes.

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.

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.

The unconscious mind governs our decision-making, and much of our communications. It's imperative, if you want to be a successful leader, to become aware of these key human actions.

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.

You have to learn to trust - and listen to - your unconscious mind. If you pose the question to your unconscious "is this person a friend or a foe" - safe or a threat - your unconscious mind is hard-wired to assess that brilliantly for you. It's just that we're not very good at paying attention to what our unconscious minds are telling us.

Mirror neurons make human empathy possible.

People often think of the unconscious mind as "the gut" or perhaps the Freudian "sink" of repressed sexual desires. It's neither one of those things. It's the repository of memory, and it's the seat of decision making.

CEOs will struggle to keep themselves and their companies current, relevant, and ahead of the curve.

The conscious mind is easily overwhelmed. The unconscious mind is vast and far more powerful, but by definition we're not aware of it.