We cannot enter into alliance with neighbouring princes until we are acquainted with their designs. We are not fit to lead an army on the march unless we are familiar with the face of the country - its mountains and forests, its pitfalls and precipices, its marshes and swamps. We shall be unable to turn natural advantages to account unless we make use of local guides.

The Four Keys of Great Managers: When selecting someone, they select for talent ... not simply experience, intelligence or determination. When setting expectations, they define the right outcomes ... not the right steps. When motivating someone, they focus on strengths ... not on weaknesses. and When developing someone, they help him find the right fit ... not simply the next rung on the ladder.

Part of my job is to make sense of all that I hear, and to retell it in a forceful way so that the decision-makers at Treasury can hear it. At least that's how I see it.

Leadership is no longer about position - but passion. It's no longer about image but impact. This is Leadership 2.0.

Strong countries and strong presidents talk to their adversaries. That's what Kennedy did with Khrushchev. That's what Reagan did with Gorbachev. That's what Nixon did with Mao. I mean think about it. Iran, Cuba, Venezuela - these countries are tiny compared to the Soviet Union. They don't pose a serious threat to us the way the Soviet Union posed a threat to us. And yet we were willing to talk to the Soviet Union at the time when they were saying we're going to wipe you off the planet.

While you cannot deliver policies without principles, you cannot deliver principles without having power. You have quickly to move to a stage where, emphasising your principles, you build a programme, then call for popular support.