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.

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.

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.

Mirror neurons make human empathy possible.

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.

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.