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

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.

Emotions are charismatic. Focused emotions are very charismatic. To lead people with charisma, you need to take charge of and focus your emotions.

You 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.

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.

The Dalai Lama is my personal (and the world's) hero and has been for me since I was 17 and I first learned about him. His openness and acceptance of the world and his focus on others are constant inspirations for me.

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.