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.
Nick MorganPeople 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.
Nick MorganYou 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.
Nick MorganWe 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.
Nick MorganYou 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.
Nick Morgan