Page 126 - Think Like a Champion

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THINK LIKE A CHAMPION
iors, so now I rein in my expectations, and my equilibrium is
the better for it. A leader needs to know about people to remain
a leader.
Most of us have been exposed to the work of Shakespeare, and
he spends a great deal of time dwelling on the characteristics of
human nature. Some of the examples are extreme, but they aren’t
so far-fetched as to be unbelievable, or Shakespeare wouldn’t still
be performed today. There’s something about his work that is time-
less, and the timelessness comes from his insight into human na-
ture. One of his greatest achievements was King Lear, which is a
good lesson in how good intentions don’t always work out for the
best, and it becomes a virtual wipeout while showing the com-
plexities of human relations. That’s a dark example, but it’s better
to be aware than to be unaware of what the world can be like.
On the brighter side, I think most people want to be the best
they can be. That’s probably one reason you’re reading this right
now—you’ve chosen the high road, the path to more knowledge
and experience. It’s one of the reasons I enjoy giving speeches and
teaching—I can share what I know with people who are really
motivated to know more, to do more, and to improve the quality
of their minds and lives. It’s a great feeling. I hope you’ll continue
to expand your life every day.

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