One last caution about the simple yet complicated phenomenon of love: you should constantly try to anticipate beforehand and review afterwards how each of your policies increases the love of those whom you lead. Indeed, one of your main functions as a leader is to express love and help others develop their experience of love. If you fail to understand basic point in this (first) chapter, you stand to lose position, prestige, co-operative association, your good health, your sanity, or perhaps even your life.

Pink presents conclusive evidence of what we already know deep down – that what makes us want to get out of bed every morning has nothing to do with “increasing shareholder value.” It is knowing that the people who matter to us value our contribution. It is the satisfaction that comes from getting something done that required us to stretch ourselves to our limits.

I try to always give clients a clear list of what they will receive from me and when I will have the work completed. Often, clients don’t know what to expect or have unrealistic expectations. Knowing what their expectations are is key to managing them. Since I am the one who sets their expectations- it’s my fault if they’re disappointed.

Just remember that sex and love are not necessarily synonymous. Our love for our children can be extremely intense without any sexual overtones. No matter what the circumstances, try to develop that same kind of love in each of your relationships. We all know the sweetness of loving just one person. Can you imagine how much sweeter it would be to have those feelings for everyone? Think of the loving exchanges that could develop, the reciprocation that would enrich our own lives and the lives of others.

Let’s first get one thing out of the way: there is no such thing as a self-centered leader. Leadership is made up of an amalgamation of beliefs and related behaviors geared towards supporting individuals and groups. The intentions that underlie leadership are outwardly focused and rooted in the need to help others. For the sake of accuracy, there are self-centered managers, but no leaders.

Bold people ask themselves bold questions. They like to challenge themselves. If you consider yourself to be bold, you may ask yourself these bold questions:

1. What do I really want in life?

2. What is the price I need to pay to achieve it?

3. Am I ready to pay that price?

4. What do I need to stop doing?

5. What do I need to start doing?

6. What excuses I am making for not moving forward in my life?

7. What am I afraid of?

8. What is it in me that is holding me back?

9. What kind of person I need to become in order to achieve what I want?

10. What skills I need to have in order to achieve my goals?

TEN BOLD QUESTIONS (BQ)
Bold people ask themselves bold questions. They like to challenge themselves. If you consider yourself to be bold, you may ask yourself these bold questions:
1. What do I really want in life?
2. What is the price I need to pay to achieve it?
3. Am I ready to pay that price?
4. What do I need to stop doing?
5. What do I need to start doing?
6. What excuses I am making for not moving forward in my life?
7. What am I afraid of?
8. What is it in me that is holding me back?
9. What kind of person I need to become in order to achieve what I want?
10. What skills I need to have in order to achieve my goals?