I'vealways felt that a person's intelligence is directly reflected by the numberof conflicting points of view he can entertain simultaneously on the sametopic.
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
Ialways cheer up immensely if an attack is particularly wounding because I think,well, if they attack one personally, it means they have not a singlepolitical argument left.
The exercise of power is determined by thousands ofinteractions between the world of the powerful and that of the powerless, allthe more so because these worlds are never divided by a sharp line: everyonehas a small part of himself in both.
Thegalleries are full of critics. They play no ball, they fight no fights. Theymake no mistakes because they attempt nothing. Down in the arena are thedoers. They make mistakes because they try many things. The man who makes nomistakes lacks boldness and
Talkback to your internal critic. Train yourself to recognize and write downcritical thoughts as they go through your mind. Learn why these thoughts areuntrue and practice talking and writing back to them.
It ishard to change our point of view in a conflict. Most often, it is because weare not nearly as interested in resolving the conflict and possibly creatinga new ‘pearl’ as we are in being right.
