“Recently I took my daughter Elizabeth out to a restaurant for lunch. The waitress, whose job it was to take care of people, made us feel that we were really inconveniencing her. She was grumpy, negative, and unhelpful. All of her customers were aware of the fact that she was having a bad day. Elizabeth looked up at me and said, “Dad, she’s a grump, isn’t she?” I could only agree with a look of disdain. Halfway through our experience I tried to change this woman’s negative attitude. Pulling out a $10 bill, I said, “Could you do me a favor? I’d like some change for this $10 bill because I want to give you a good tip today.” She looked at me, did a double take, and then ran to the cash register. After changing the money, she spent the next fifteen minutes hovering over us. I thanked her for her service, told her how important and helpful she was, and left a good tip. As we left, Elizabeth said, “Daddy, did you see how that lady changed?” Seizing this golden opportunity, I said, “Elizabeth, if you want people to act right toward you, you act right toward them. And many times you’ll change them.”
“You cannot be escorted by the belief of inadequacy and get to the destination of excellence. Go along with "a can do spirit" because that is the only companion!”
“You become a leader when you believe in what you can do. The eagle believes it can soar; it doesn’t believe it can swim. The day the eagle will attempt to swim will be the day it will fail!”
“•Find someone to mentor. Once you reach a certain level in your leadership, the most valuable thing you have to give is yourself. Find someone to pour your life into. Then give him time and resources to become a better leader.”
“Supposing you hear a cry for help from a man in danger. You will probably feel two desires - one a desire to give help (due to your herd instinct), the other a desire to keep out of danger (due to the instinct for self-preservation). But you will find inside you, in addition to these two impulses, a third thing which tells you that you ought to follow the impulse to help, and suppress the impulse to run away. Now this thing that judges between two instincts, that decides which should be encouraged, cannot itself be either of them. You might as well say that the sheet of music which tells you, at a given moment, to play one note on the piano and not another, is itself one of the notes on the keyboard. The Moral Law tells us the tune we have to play: our instincts are merely the keys.”
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