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If we have to rely on willpower to sustain a new behavior the overwhelming likelihood is that we’ll eventually fail.

Because we mostly fail to recognize the fears that are inevitably associated with change, we often end up unconsciously sabotaging our own efforts to change.

Taking care of yourself physically won’t turn you into a great performer – it’s just one piece of a more complex puzzle – but failing to do so assures that you can’t ever perform at your best.

More often than not, we’re not even aware that we’re failing to make conscious and intentional choices about where to put our attention.

We’ve failed to recognize that attention is a capacity that must be both intentionally trained and regularly renewed.

The leader has a clear idea of what he or she wants to do – professional and personally – and the strength to persist in the face of setbacks, even failures.

Leaders wonder about everything, want to learn as much as they can, are willing to take risks, experiment, try new things. They do not worry about failure, but embrace errors, knowing they will learn from them.

If we think more about failing at what we’re doing than about doing it, we will not succeed.

The higher the stakes, the more opportunities there are for learning – and, of course, the more opportunities there are for failures and mistakes.

…when we write our own histories, we have the same goals as the conquerors of nations have: to justify our actions and make us look and feel good about ourselves and what we did or failed to do.