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

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.

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

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.

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

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.