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.

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.

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.

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

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.

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

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