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.

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.

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

Mirror neurons make human empathy possible.

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.

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