To understand everything is to forgive everything.

Far better to think historically, to remember the lessonsof the past. Thus, far better to conceive of power as consisting in part ofthe knowledge of when not to use all the power you have. Far better to be onewho knows that if you reserve the power not to

When indoubt, ask. When not in doubt, ask. If you are not in doubt, you may bekidding yourself.

The art of showmanship is to give the public what is wants just before it knows what it wants.

Nothingstrengthens the judgment and quickens the conscience like individualresponsibility.

Supicion of one's own motives is especially necessary for the philanthropist and the executive.

If Igive you an idea, and you give me an idea, we will each have two ideas.

Self-trust is the first secret of success.

Reasonguides but a small part of man, and the rest obeys feeling, true or false,and passion, good or bad.

It isnot necessary to understand things in order to argue about them.

It isnot necessary to understand things in order to argue about them.

The leaders who work most effectively, it seems to me,never say ‘I.’ And that's not because they have trainedthemselves not to say ‘I.’ They don't think ‘I.’ Theythink ‘we’; they think ‘team.’ They understand theirjob to be to make the team function. They