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.

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.

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

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

Use your unconscious mind to read other people's intents, emotions, and desires.

Storytelling sticks in the mind because it attaches emotions to events, and that's the way we remember things. If you don't tell stories, no one will remember what you say.

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.