Remixed by JOHN H. MOORE<br
/>

Opportunity does not knock.<br />You
have to find it.<br />Summer Redstone<br />Chairman, Viacom<br />p. 43<br />

You create opportunities by performing,
not complaining.<br />Muriel Siebert<br />Founder and CEO, Muriel Siebert & Co, Inc.<br />p. 49<br />

Success is whatever makes you
feel you’re living with purpose.<br />Cathie Black<br />President, Hearst Magazines<br />p. 64<br />

A great leader needs to
love <br />and respect people. He also needs <br />to be able to forgive himself and others. In other words, a leadermust have “grace.”<br />Leo Hindry Jr.<br />Managing Partner, InterMedia Partners<br />p.124<br />

You will never earn the
respect <br />of others unless they feel your respect first. And any success one achieves in the absence of respect <br />is shallow indeed.<br />James T. Turley<br />Chairman and CEO, Ernst & Young<br />p.147<br />

Your reputation and integrity are
everything. Follow through on what you say you’re going to do. Your credibility can only be built over time, and it is built from the history of your words and actions.<br />Maria Razumich-Zec<br />RVP and General Manager, The Peninsula Hotels<br />p.154<br />

True leadership must have <br
/>follower-ship. Management styles can vary, but even an autocrat needs people who believe and simply <br />don’t follow from fear.<br />James D. Robinson, III<br />General Partner, RRE Ventures<br />p. 58<br />

Be conscientious. A true leader
<br />pays attention to the details. <br />So sweat the small stuff.<br />Howard J. Rubenstein<br />President,Rubenstein Associates, Inc.<br />p. 67<br />

At the same time, don’t
just <br />act as an order taker. Bring your insights and ideas to the party.<br />Howard J. Rubenstein<br />President,Rubenstein Associates, Inc.<br />p. 67<br />

Take stands. Take risks.<br />Take
responsibility.<br />Muriel Siebert<br />Founder and CEO, Muriel Siebert & Co, Inc.<br />p. 93<br />

Have a view, go make
something <br />better, get skin in the game, care <br />about it, and take some risks along the <br />way. You shouldn’t take crazy risks, <br />but you should take risks all the time <br />to improve and to prove yourself.<br />William Harrison Jr.<br />CEO, JP Morgan Chase<br />p.25<br />

You should recognize that criticism
is not always a put down. If you take it to heart, maybe it will guide the way you ought to be going.<br />Joseph H. Flom<br />Sr. Partner, Skadden, Arps, Slate, Meagher & Flom<br />p.71<br />

If you can’t live through
adversity, you’ll never be good at what you do. You have to live through the unfair things, and you have to develop the hide to not let it bother you.<br />Maurice “Hank” Greenberg<br />CEO, C.V. Starr & Company<br />p.78<br />

Whatever you choose to do,
have passion for it. Stick with what you are good at, and if you aren’t good at it, don’t do it. If you don’t have passion for it, don’t do it.<br />Maurice “Hank” Greenberg<br />CEO, C.V. Starr & Company<br />p.77<br />

He who does not believe
in miracles is not a realist.<br />Anton Rupert<br />Founder, Rembrandt Group<br />p.119<br />

A philosopher once said, “He
who has a why to live can bear almost any how.” I would add, “He who <br />has a why to lead can bear <br />almost any trial.”<br />Leslie E. Bains<br />CEO, Modern Asset Management<br />p.128<br />

I strongly believe that the
responsibility of leadership is to shape the debate—to practice and project the right attributes—whether in a business enterprise, in our society, and even in our religions.<br />Farooq Kathwari<br />CEO, Ethan Allen<br />p.157<br />

I urge you to do
whatever it takes <br />to get yourself in a position where you love what you do, where you care about what you do, where you want to inspire others, build great things, do great deeds.<br />Shelly Lazarus<br />CEO, Ogilvy & Mather Worldwide<br />p.165<br />

Only then will you find
true fulfillment. Only then will <br />you be a brilliant leader.<br />Shelly Lazarus<br />CEO, Ogilvy & Mather Worldwide<br />p.165<br />