It's about learning how to slow down... I think this Covid environment that we're in there's a lot of sadness and a lot of pressure going on in terms of the uncertainty, but what it is teaching us or forcing us to do is appreciate the small things: be grateful for a slower pace of life.

We are the creative force of our life, and through our own decisions rather than our conditions, if we carefully learn to do certain things, we can accomplish those goals.

I liked the military life. They teach you self-sufficiency early on. I always say that I learned most of what I know about leadership in the Marine Corps. Certain basic principles stay with you - sometimes consciously, mostly unconsciously.

There are certain skills that business people have that are - that are, in fact, helpful in - when it comes to being in political leadership.

I don't want to over generalize, but I believe that women are typically drawn to leadership styles that focus on consensus building, effective listening and working in teams. That's certainly been my leadership style, and I think it's been very successful.

I can say with absolute certainty that I will run for one of two offices: my state Senate seat or for the governor. I'm still trying to decide, but I do think people are ready for a change from the partisan, very fractured leadership we have in Texas.

The bottom line is, I hear my donors, I hear our base out there, I hear the leadership. And we're taking steps to make sure that we're even more - how shall we say it - fiscally conservative in our spending and certainly making sure the dollars are there when it's time to run our campaigns.

America somehow thinks that leadership relates to governance, and it certainly does. But society is much bigger than governance, and some of the truly great leadership of our society is outside the governance arena.

I definitely wasn't cool in high school. I really wasn't. I did belong to many of the clubs and was in leadership on yearbook and did the musical theater route, so I had friends in all areas. But I certainly did not know what to wear, did not know how to do my hair, all those things.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.

We should see the leadership from the White House setting dates certain for certain goals of achieving greater alliance on alternative and renewable energy sources, but we are not.

Uncertainty is a permanent part of the leadership landscape. It never goes away.

The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That's nonsense; in fact, the opposite is true. Leaders are made rather than born.

Leadership contains certain elements of good management, but it requires that you inspire, that you build durable trust. For an organization to be not just good but to win, leadership means evoking participation larger than the job description, commitment deeper than any job contract's wording.

The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.

Uncertainty is not an indication of poor leadership; it underscores the need for leadership.

The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet.

If you care enough for a result, you will most certainly attain it.

No wind serves him who addresses his voyage to no certain port.

I feel, sometimes, as the renaissance man must have felt in finding new riches at every point and in the certainty that unexplored areas of knowledge and experience await at every turn.

The liberal professions, and in a wider sense the well-to-do classes, are certainly those with the liveliest taste for knowledge and the most active intellectual life.

One of the things that makes our military the best in the world is the certain knowledge of each soldier, sailor, airman, and Marine that they can always count on their comrades should they need help - that they will never be abandoned.

With Ronaldo, I think I've identified a few patterns; there are certain striking things. I will try to utilise this knowledge to my advantage.

When knowledge is limited - it leads to folly... When knowledge exceeds a certain limit, it leads to exploitation.