LETTERS

FROM

LEADERS

LETTERS

FROM

LEADERS

PersonalAdviceforTomorrow'sLeadersfrom

theWorld'sMostInfluentialPeople

CompiledbyHENRYO.DORMANN

ChairmanandEditorinChief,LEADERSMagazine

CONTENTS

xiiiIntroduction

ILeadingOffwith"TheGreatest"

Muhammad Ali Former Heavyweight Boxing Champion of the World.-THE GREATER THE OBSTACLE, THE MORE GLORIOUS THEMOMENTOFSUCCESS

5Optimism/OvercomingChallenges

VahidAlaghbandChairman,BalliKlockner.•LOOKFORTHATSILVERLINING

T. Boone Pickens Chairman of the Board and Chief ExecutiveOficer,BPCapital.:TOBEUPAGAINSTTHEWALL

Peter G. Peterson Senior Chairman, the Blackstone Group: ANEXUBERANTCONFIDENCEINTHEFUTURE

E.MarieMcKeeSeniorVicePresident,CorningIncorporatedandPresidentand Chief Executi'e Officer, Steuben Glass:WHENADOOR CLOSES,ANOTHEROPENS

igToBeorNotToBe

WalterCronkitejournalist:BEPREPARED

William Harrison Jr. Former Chairman and ChiefExecuti'e Oficer,jPMorganChase:BEALEADER

27PresidentialAdvice

GeraldR.FordThirty-eighthPresidentoftheUnitedStates:OPPONENTS,NOTENEMIES

JimmyCarterThirty-ninthPresidentoftheUnitedStates:EXPANDYOURHEARTSANDMINDS

George H. W. Bush Forty-first President of the United States: THEFORTY-FIRSTPRESIDENT'STOPTENLIST

GeorgeW.BushForty-thirdPresident of theUnitedStates:SAYWHATYOUBELIEVEANDSTANDBYIT

41LettersandNumbers

SumnerRedstoneChairman,Viacom:THETHREECS

JohnTeets-ChairmanandChiefExecutiveOfficer,]].W.TeetsEnterprisesandFormerChairman,DialCorporation:PMA

Muriel "Mickie" Siebert Founder, Chairwoman, and Chief ExecutiveOfficer,MurielSiebert&Co.,Inc.:THEFIRSTWOMANOFFINANCE'STOPTEN

Jean-Pierre Garnier Former Chief Executive Officer,GlaxoSmithKline.:EIGHTKEYSTOTHEGOODLIFE

OswaldJ. Grubel Former Chief ExecutiveOfficer, Credit SuisseGroup:75PERCENTABOUTTHEFUTURE

James D. Robinson, III General Partner, RRE Ventures: LEADERSHIP,ONETHROUGHTEN

EliasA.Zerhouni,M.D.Director,NationalInstitutesofHealth:THE50/50RULES

CathieBlackPresident,HearstMagazines:LIVEA360-DEGREELIFE

HowardJ. Rubenstein President, Rubenstein Associates, Inc.: AFRAMEWORK

JosephH.FlomSeniorPartner,Skadden,Arps,Slate,MeagherlFlom:NOMAGICFORMULA

73PassionandJobSatisfaction

John E. Welch Jr. Former Chief Executive Officer, General

Electric:SOMETHINGTHATREALLYTURNSYOURCRANK

MauriceR. "Hank"GreenbergChairmanandChiefExecutiveOfficer,G.V.Starr&Co.:PASSIONASS

Joseph R. Gromek President and Chief Executive Officer, WarnacoGroup:THEFIRSTPLACETOSTART

81AGlobalSummit

TheDalaiLama:LOVEANDCOMPASSION

Mikhail Gorbachev Former President, USSR and President, Green CrossInternational:ALLPEOPLEAREBRETHREN

Vladimir Putin Former President, Current Prime Minister of Russia:DILIGENCEISTHEMOTHEROFSUCCESS

Roh Tae Woo Former President of the Republic of Korea.:AUDACIOUSLYREALIZEFORMULATEDDECISIONS

King Abdullah II King ofjordan: PROVIDE LEADERSHIP THROUGHCOURAGE

Mohamad Mahathir Former Prime Minister of Malaysia: IT'S WORTHTRYING

Nursultan NazarbayevPresident of Kazakhstan: DID I LIVE THIS DAYRIGHT?

Lee Hsien Loong PrimeMinister, Singapore: TO BUILDA COUNTRYFROMSCRATCH

iogGlobalization

G. Allen Andreas Former Chairman and Chief Executive Oficer,ADM.-THEGREATESTEDUCATIONPOSSIBLE

LeeKuanYewMinisterMentor, Singapore: THEOPPORTUNITIESOFGLOBALIZATION

DonaldJ. Trump-Chairman, President, and Chief Executive Officer, theTrumpOrganization:THEW0RLDISABIGPLACE

117WisdomInherited

AntonRupertFounder,RembrandtGroup:PROVERBS

Gerhard Schroder Former Chancellor, Germany: THE CATEGORICALIMPERATIVE

LeoHinderyJr.ManagingPartner,InterMediaPartners:METEORSWHOLIGHTOURWORLD

LeslieE.BainsViceChairman,ModernBankandChiefExecutiveOfficer,ModernAssetManagement.AWHYT0LIVE

Jean Afterman-Vice President and Assistant General Manager, NewYorkiankees:THEFINALFORMINGOFYOURCHARACTER

133RenaissancePeople

GiampieroBodinoCreativeDirector,Richemont:BEGENEROUSWITHYOURCREATIVITY

John J. Brennan Chairman and Chief Executive Officer, the VanguardGroup:VALUESMATCHANDADVENTUROUSNESS

Stefan Rojahn Chairman of the Board of Management, Wittur HoldingGmbH.ASKFORGREATERRESPONSIBILITIES

Doreen A. Toben Executive Vice President and Chief Financial Officer,VerizonCommunicationsInc.:BROADENYOUROUTLOOK

143WorkingwithOthers

KathrynS.WyldePresidentandChiefExecutiveOfficer,NewYorkCityPartnership:PARTNERSHIPSTHATCHANGETHEWORLD

James S. Turley Chairman and Chief Executive Officer,Ernst&Young:INTEGRITY,RESPECT,ANDTEAMING

LiKa-shin(Chairman,CheungKong (Holdings)Limited andHutchinsonWhampoaLimited:FAIRNESS

Charles O. Holliday Jr. Chairman and Chief Executive Officer, DuPont.,NOTABEAUTYCONTEST

Maria Razumich-Zec Regional Vice President and GeneralManager, thePeninsula Hotels: YOUR REPUTATION A N D INTEGRITY AREEVERYTHING

FarooqKathwariChairman,President,andChiefExecutiveOfficer,EthanAllen:SHAPETHEDEBATE

BerndPischetsriederFormerChairman,Volkswagen:LISTENUP!

Shelly Lazarus Chairman and Chief Executive Officer,Ogilvy&MatherWorldwide.:"I'D RATHER ASK FOR FORGIVENESSTHANPERMISSION."

SanfordI.WeillChairmanEmeritus,CitigroupInc.,NewYork.:SURFACETHATMISTAKE

BethBrookeGlobalViceChair,Ernst&Young:USEYOURPLATFORM

173WorkingforOthers

Richard Holbrooke Former U.S. Ambassador to the United Nations andViceChairman,Perseus:TOPUBLICSERVICE

JohnD.NegroponteDeputySecretaryofState,UnitedStates:ALIFEINPUBLICSERVICE

Diana DeGette Member of the United States Congress and ChiefDeputyWhip:THEBENEFITOFCHANGINGLIVES

His Majesty King Bhumibol Adulyadej King of Thailand.THE PURESOUL

185ClaimingYourPlaceIntheWorld

Lord E. John P. Browne Former Group Chief Executive Officer, BritishPetroleum:BUILDASTRONGCORE

Tony Hall Chief Executive Officer, the Royal Opera House, London:MANYDIFFERENTROLES

Thomas Hoving Former Curator, Metropolitan Museum ofArt,NewYork.:EVERYBODYWANTSYOU

Donald R. Keough Nonexecutive Chairman of the Board, AllenCCompany.:ALITTLEDECISION

David Rockefeller Jr. Member of the Board, Rockefeller FinancialServices:DIGIN

Sir David Tang Chairman and Managing Director, D. WC. TangDevelopmentLimited:AKINGINEVERYJ0B

JamesS.TischPresidentandChiefExecutiveOfficer,LoewsCorporation:GOAGAINSTTHEGRAIN

203Focus/Dedication

Henry Kaufman President, Henry Kaufman & Company, Inc.:PERSISTENCE

Raymond W. Kelly Commissioner, New York City Police Department:DEVOTEYOURSELFTOTALLY

Leon M. Lederman -i988 Nobel Prize Laureate in Physics and DirectorEmeritus, Fermi National Accelerator Laboratory: TOTAL OBSESSIVEDEDICATION

DeanKamenPresident,DEKAResearch:YOUMAKETHECHOICE

RichardS.LeFrakChairman,PresidentandChiefExecutiveOfficer,LeFrakOrganization:FORLACKOFANEPIPHANY

GaryMirabelleSculptor,StricofGallery:ABSURDLYDEDICATED

223MentorsandRoleModels

Josef Ackermann Chief Executive Officer, Chairman, and Director,DeutscheBank:STAYFOCUSED

WarrenM.WashingtonSeniorScientist,NationalCenter forAtmosphericResearch:READABOUTTHELIVESOFGREATCONTRIBUTORS

JurgenHambrechtChairmanof theBoardofExecutiveDirectors,BASE:SOMEBODYTOHELP

Robert Keith Gray Chairman, Gray & Company: YOU R MOTHER'SEXPECTATIONS

StephenJoelTrachtenbergPresidentEmeritusandUniversityProfessorofPublic Service, the GeorgeWashington University: INTEGRITY, BREDINTHEBONE

239AFinalNoteonRealSuccess

Theodore Forstmann Chairman and Chief Executive Officer, IMG andSeniorFoundingPartner,ForstmannLittle&Company:REALWEALTHISNOTPHYSICAL

243Acknowledgments

245Index

25oAbouttheAuthor

THEROADTOSUCCESSThewordsinthisbookwillinspireandenlightenreaders.Thesewordswilldo

additionalgoodbecauseproceedsfromthesalesofthebookarebeingdonatedtofundscholarshipsfortomorrow'sleadersinneedoffinancialsupport.

INTRODUCTION

All kings and queens, presidents, Nobel laureates, chairmen and chairwomen,CEOs,andworldleadershaveonethingincommon:Theywantwhattheyhaveachievedtobeusefulandtobehandedovertoayoungergeneration.

They want to be remembered for the good things they feel they'veaccomplishedinindustry,finance,philanthropy,publicservice,andeducation.

Theymaydisagreeonpoliticsorbusinessorlifestyle,buttheyallwouldlikehistorytopaintapositivepictureoftheirlegacy.

Some leave money, others leave inspiration. Many leave both. But all areanxiousforyoungpeopletolearnfromtheirsuccessesandeventheirfailures.

Onebecomesasagewithage.Butwhatgoodisasagewhoissilent?

Theleadersinthesepageshave"lived"andnowoffertheirexperiencesasatreasuretoambitiousandopenmindsthosewhowanttobesomethinginlife.

Herethenaresomewordstothewisefromalotofwiseleaders.Wordstouseifyouagreeor todiscardifyoudon't,butonewayoranother, to takeasyourown,tohelpyougetaheadinlife,andtohelpyoubecomeoneofthoseleadersinthefuture.

Whynot!

LEADERSmagazine

LEADING OFF WITH "THEGREATEST"

FORMERHEAVYWEIGHTBOXING

CHAMPIONOFTHEWORLD

Nowsufferingfromanincurableillness,MuhammadAlineverthelesswrotethisletterhimself,composingallthewordsandundergreatconcentrationsigningtheletter.

"TheGreatest"hasgivenusadvicestraightfromhisheart:Nevergiveup,trytohavefun,connectwithotherpeople,anddowhatyoubelieveisright.

StillthemostrecognizablemanonEarth,MuhammadAliburstontothesceneasagold-medalwinnerattheIg6oRomeOlympics.Hewasdubbed"AthleteoftheCentury" by GQmagazine, "Sportsman of the 20th Century" by SportsIllustrated, and "Sports Personality of the Century" by the BBC. Whetherpromoting toleranceandunderstanding, feeding thehungry,or reachingout tochildreninneed,Aliisdevotedtomakingtheworldabetterplaceforallpeople.In2005hereceivedtheUnitedStates'PresidentialMedalofFreedom.

Dr.MartinLutherKing,Jr.oncesaid,"Thetimeisalwaysrighttodowhatisright."I thinkmostpeoplewouldagreewiththat.Thetrickypart,ofcourse, isknowing "what is right." Iwouldn't try to tell others how to decide importantmatters,butIwillsharewithyouhowItrytoworkthemout.

I have always been interested in what is going on around me. I listened,observed,andread,takingtheideasandinformationthatmadesensetomeandadaptingandadopting themformy life. Iworkedhardand thenworkedsomemore,tryingtobethebestthatIcouldpossiblybeatwhatIwasdoing.Ilearnedthat toughtimesareapartofour journeyin this life,but thatchallengesmakelife interesting. Even though it can be painful and frightening at the time, thegreatertheobstacle, themoregloriousthemomentofsuccess.Idecidednotto

close the door of opportunity onmyself just because Iwasn't sure I could dosomething.EvenwhenIdidn'tgetall thewaytomygoal, I foundthatwhenItriedashardasIcould,IwasmuchfurtheralongthanIotherwisewouldhavebeen.AndIfoundthatthejourneyitselfwasagreatadventure.

Itisalsoimportanttohavefun.Ienjoyedmylife.NomatterwhereIwasorwhat I was doing, I took the positive from the experience and lived in themoment, connectingwith the people aroundme-whoever theywere. I tried tomakepeoplefeelgoodaboutthemselvesandtomakethemlaugh,ifIcould.

Mostofall,IbelievedinGodandthewisdomHehasforwhatmylifeshouldbe.

Usingalloftheselessonsasmyguidingprinciples,nothowmuchmoneyorpowerandcontroloverothersIcouldcommand,ImadethedecisionsIbelievedinmyheartat thetimewereright.Iacceptedtheconsequencesofmychoices.Formedoing"whatisright"iseverything.

THE GREATER THE OBSTACLE,THEMOREGLORIOUSTHEMOMENTOFSUCCESS

Dr.MartinLutherKing, Jr.oncesaid, "The time isalways right todowhat isright."I thinkmostpeoplewouldagreewiththat.Thetrickypart,ofcourse, isknowing "what is right." Iwouldn't try to tell others how to decide importantmatters,butIwillsharewithyouhowItrytoworkthemout.

I have always been interested in what is going on around me. I listened,observed,andread,takingtheideasandinformationthatmadesensetomeandadaptingandadopting themformy life. Iworkedhardand thenworkedsomemore,tryingtobethebestthatIcouldpossiblybeatwhatIwasdoing.Ilearnedthat toughtimesareapartofour journeyin this life,but thatchallengesmakelife interesting. Even though it can be painful and frightening at the time, thegreatertheobstacle, themoregloriousthemomentofsuccess.Idecidednottoclose the door of opportunity onmyself just because Iwasn't sure I could dosomething.EvenwhenIdidn'tgetall thewaytomygoal, I foundthatwhenItriedashardasIcould,IwasmuchfurtheralongthanIotherwisewouldhavebeen.AndIfoundthatthejourneyitselfwasagreatadventure.

Itisalsoimportanttohavefun.Ienjoyedmylife.NomatterwhereIwasorwhat I was doing, I took the positive from the experience and lived in themoment, connectingwith the people aroundmewhoever theywere. I tried tomakepeoplefeelgoodaboutthemselvesandtomakethemlaugh,ifIcould.

Mostofall,IbelievedinGodandthewisdomHehasforwhatmylifeshouldbe.

Usingalloftheselessonsasmyguidingprinciples,nothowmuchmoneyorpowerandcontroloverothersIcouldcommand,ImadethedecisionsIbelievedinmyheartat thetimewereright.Iacceptedtheconsequencesofmychoices.Formedoing"whatisright"iseverything.

OPTIMISM/OVERCOMINGCHALLENGES

CHAIRMAN,BALLIKLOCKNER

VahidAlaghbandhasbecomeasuccessasaforeignnationalheadquarteredinLondon. Dealing worldwide, his company is one of the largest traders inminerals. He is an opportunity watcher who takes advantage of every goodpossibility.Herehediscusseshowoptimismcanbefoundinthefaceofadversesituations by approaching your problems from different angles and alwaysmakinguseofyourbasicvaluesystem.

VahidAlaghbandisthefounderandchairmanofBalliKlockner,aleadingsteelandcommoditiesgroup.HeisalsoamemberoftheBritishInstituteofDirectors,ConfederationofBritish Industry,WorldEconomicForumDavos; apatronofthe British Museum; a founding member and patron of the Iran HeritageFoundation;amemberoftheCornellUniversityCouncil;andamemberoftheAdvisoryBoardofthePaulineFoundation.

LOOKFORTHATSILVERLINING

Mythinkingisthatpeopleshouldsearchforthesilverliningineverycloud.Soonemightlookatwhatoneconsidersadisasteratteno'clockinthemorningasapotentialopportunitybyfiveo'clockintheafternoon.Thechallengeistobeabletomove180degreesaroundtheproblemandlookfor thatsilver lining.InmylifeI'vealwaysbecomestrongercomingoutofadversesituations,becauseI'velookedforthatsilverlining.

The other thing is that you have to be optimistic, for life is full ofopportunitiesjustthereforthetaking.It'smuchmorefashionablesometimestobe pessimistic about things, but, in every challenge, every problem, there's asolutionandanopportunity.

Idon'tknowofanyeasyways tomakemoneyor succeed in life.Mostof thepeopleIknowaresuccessful,andmostofthemaremuchmoresuccessfulthanI

am.Theydo itbyhardwork,having the right ideas,andgoingby thebook. Ithinkifwegobacktosomeofthebasicvaluesthatmakethecurrentgenerationof industrial and financial leaders great, the next genera tionwill have use ofthosevalues,havebettertools,andbringaboutafuturethat'sgoingtobemoresuccessfulthanthepast.

CHAIRMAN OF THE BOARD ANDCHIEF

EXECUTIVEOFFICER,BPCAPITAL

ATexasdynamoevenashegrowsolder,T.BoonePickenshasbeencorrectinhisjudgmentinthefutureofoil,gas,andenergyandhe'smadealotofmoneybeingcorrect.Hedescribesinhislettertheimportanceofperseverance,eveninthefaceofdauntingchallenges.

T.BoonePickensbuiltthelargestindependentoilcompanyintheUnitedStatesandflourishedasanentrepreneurafterleavingit.Amonghislengthyaccolades,FinancialWorldnamedhim"CEOof theDecade" in1989and the017&Gasjournal listedhimasoneof the"TooMostInfluentialPeopleof thePetroleumCentury."Duringthespanofhiscareer,Pickenshasmadehundredsofmillionsof dollars for others as well as himself and he isn't timid about spreading itaround. The breadth of his philanthropy more than $6oo million-includesmedicalresearch,athletics,andacademicprojects.

TOBEUPAGAINSTTHEWALL

Numberone:Youhavetostayinthereandkeeppitching.Someoneoncesaidtome,"Pickens,youjustliketogetyourbackagainstthewalltodemonstratethatyou can get off thewall."Of course I don't like it, but I don't find it all thatuncomfortabletobeupagainstthewall.IalwaysknowI'llpullitout.

Don'tletanythingovercomeyou.Inthe1990s,Ihadaboutwithdepression.Ineverthoughtitwouldhappentome,butitdid.ButIwasn'tdepressedforverylong.Iwasabletoovercomeit,andwithoutanyreoccurrence.Iclearedupsomethingsinmylife.IfIcouldn'tfixsomething,Ijustmovedon.Idon'tspendalotoftimeworkingonthingsIcan'tfix.

Youngpeoplehavetohaveself-confidence,especiallyiftheygetintoaspotthatrequiresalotoffortitudetoovercome.I'vealwayshadalotofself-confidence.

SENIORCHAIRMAN,THEBLACKSTONEGROUP

Former chairman of Lehman Brothers and one of the founders of theBlackstone Group, Peter G. Peterson semiretired as a multi, multi-billionaire,andhe'susinghismoneyinafoundationhecreatedtogivebacktothepublicinthe form of scholarships. Through his family story, Peterson reveals to us thevaluesandlessonsthathaveledhimtosuccess.

PeterG.PetersonisseniorchairmanandcofounderoftheBlackstoneGroup,a private investment banking company. He is chairman of the Council onForeign Relations, founding chairman of the Institute for InternationalEconomics (Washington, D.C.), and founding president of the ConcordCoalition, a citizen's group dedicated to building a constituency of fiscalresponsibility.

PriortofoundingBlackstone,PetersonwaschairmanandchiefexecutiveofficerofLehmanBrothersand laterchairmanandchiefexecutiveofficerofLehmanBrothers,Kuhn,LoebInc.HealsoservedasU.S.SecretaryofCommerce.

ANEXUBERANTCONFIDENCEINTHEFUTURE

I am the firstborn son of Greek immigrants. In today's world of fragile andfailingrolemodels,theirexampleisasindelibleasitisinspiring.

My father, George Petropoulos, andmymother, Venetia Pavlopoulos, eachsingle and alone, came to America in their teens with nothing more thanthirdgrade educations from schools in remoteGreek farm villages. Theywerefearful, but opportunities in their homeland were meager and the promise ofAmerica filled themwith hope and confidence.After all, theUnited States of

Americawasthelandoflimitlessfrontiers,thelandwheredreamscametrue.

Like many other young men, George Petropoulos headed west soon after hisarrivalin1912.Andlikesomanyimmigrants,thenandnow,hetookwhateverworkarecentimmigrantspeakingaforeigntonguecouldfind.HemadehiswaytoNebraska,wherehe joinedhisolderbrotherNick,whowasworkingfor theUnion Pacific Railroad. Because the foreman had trouble pronouncing thefamily name, Nick changed Petropoulos (which means "son of Peter") toPeterson.My father also took the newname, so Iwas born aPeterson.Yearslaterhetoldmehewassorryhehadchangedourname.InhisalwaysclearbutoftenbrokenEnglish,hereishowheputit:"Iwouldn'twantanyonetothinkweweren'tproudof`ourrace."'

Heworkedlong,swelteringhoursatamenialjobnooneelsewantedwashingdishes in a steamingcaboosekitchen.Althoughhedidn't earnmuch,he savedmostofwhatheearned.Heborrowedaslittleaspossibleandeventhen,onlytoinvestinabetterfutureforhisfamily."Myson,"heusedtosay,"ifwespendalittlelessandsavealittlemoretoday,wewillallhavealottomorrow."

Slowly but steadily my father's savings accumulated and before long weretransmuted into the inevitable Greek diner, the Central Cafe in Kearney,Nebraska.Itwasanestablishmentdistinguishednotonlyfor itscuisinebutforthe fact that for a full quarter century it stayed open twenty-four hours a day,seven days aweek, 365 days a year.And formany toomany of those hours,days, weeks, and years,my fatherwas on his feet in that restaurant, varicoseveinsandall.

AsachildduringtheGreatDepression,Irecallwatchingwithamixtureofprideandedginessasmyfatherofferedfood(ofteninreturnforsimplechores)toanyjobless, out-of-luck soul who approached the back door of the Central Cafe.Throughouthisworkinglifehesharedwhatfortunehehadwithhisfamily,hiscommunity,andwiththeruralcommunityheleftbehindinGreece.HeboughthomesforsistersandbrothersstilllivingthereandpaidforsomanymunicipalimprovementsinV'ahliathatthevillage'smainstreetisnowcalledPetropoulosStreet. In1963KingPaulawardedhim theFirstGoldMedal in recognitionofhisphilanthropy.

TruetohisMediterraneanheritage,myfatherwasanemotionalman."GodBlessAmerica," the only American song he could sing, never failed to produce

patriotictears.HisAmericawasaboutanexuberantconfidenceinthefuturethatwithstood even the economic collapse and fearful headlines of the 1930s.HisAmericawasalsoaboutfaithinourfreedomsandinequalityofopportunity.ItwasafaiththatwithstoodeventheKuKluxKlanwhenitpicketedhisrestaurantwithsignssaying,"Don'teatwiththeGreek.""Thosearen'trealAmericans,"hetoldme.Afterall,hewasaproudmemberoftheElks.HisSundaypokergameat the Elks Club the highlight of his week sealed his acceptance by thecommunity and demonstrated that, in those days, much of what fell into theAmericanmeltingpotactuallymelted.

Manyyearslater,whenIinformedhimthatPresidentNixonhadinvitedmetojoin theWhiteHouse,my father did not hesitate for a second. "You have nochoice," he said. "It is your duty to serve our country." Before long he wasknowntogreetnewcomerswithanunusualsalutation:"Goodmorning.MysonisthefirstandonlyGreekcabinetofficerintheUnitedStatesGovernment."NodoubtIwouldhavewincedhadIbeenpresent,andnodoubthewouldnothavecared.My father's pride in any and all of the achievements of his familywasirrepressible.Nootherpleasurewascomparable.

Andtherolemodelofmyfatherhasbecomepartofmyverybeing.Withoutit,Idon'tthinkthatIcouldhaveachievedwhateversuccessIhaveenjoyed.

SENIORVICEPRESIDENT,

CORNINGINCORPORATEDAND

PRESIDENT AND CHIEFEXECUTIVE0FFICER,STEUBENGLASS

Steuben Glass works of art are traditionally what presidents of the UnitedStatesgivetovisitingheadsofstate,andE.MarieMcKeenotonlyoverseesthisaspect of the nation's most prestigious crystal company but also the glassmuseum in Corning, New York, which houses the country's most valuablecollectionofprizeartcrystalandotherglassextravaganzas.McKeeexplainsinherletterthatexploration,optimumeffort,andthewillingnesstoaskquestionscandriveustosuccess.

E.MarieMcKeehasbeenakeyfigureatCorningIncorporatedindesigningandimplementing human resource strategies, business processes, and organizationchangeefforts.In1998,McKeewasnamedchairmanofSteubenandpresidentoftheCorningMuseumofGlass.SteubenGlasshaswonworldwideacclaimbyvirtueofitsexcellentdesign,material,andcraftsmanship.

WHENADOORCLOSES,ANOTHEROPENS

Understand your strengths and give yourself permission and time to exploreoptionsforyourfuture.Yousetyourownlimitswhenyoudon'texposeyourselftonewideas,newpeople,andnewchallenges.Youwillfindthingsthatyouare

good at doing and that significantly interest you. Your passion will emergethroughthisexploration.

Asdifficulties arise, be assured that as long as you try your best truly yourbest it isall that isorcanbeexpectedofyou.Askingforhelp isnotasignofweaknessbutrathertheactionrequiredtoachieveagoal.Andlearnfromyourmistakes,incorporatethelearning,andmoveforward.

Andalways,alwaysremember,lifeisajourneywhichgoesbymorequicklyeachyear.

Lifehasmanyinterestingandintriguingtwistsandturns.Iamabelieverintheideathatwhenadoorcloses,anotheropens.Headhigh,smileonyourface,walkthroughthatopendoor.

TOBEORNOTTOBE

JOURNALIST

Probablythemostrespectedjournalistforgenerations,WalterCronkiteisalsoakind,generous,andveryhumangentleman.Althoughhe'swrittenmanybooks,hisinsidestoriesofwhatsomeofthefamouspeopleintheworldheencounteredwere really likewouldmake a fabulous best seller, but he vows never to putthose personal anecdotes inwriting. Yet in his letter he gives us an anecdoteabouthimself to illustrate thepoint that,ashesays,"Therearenoshortcuts toperfection."

A pioneer broadcaster who began his distinguished career as a wire servicereporter,WalterCronkitejoinedCBSin1950asatelevisioncorrespondent,wasnamed anchor of the CBS Evening News in 1962, and the following yearlaunchednetworktelevision'sfirstthirty-minutenewscast.

He reported on the pivotal stories of the era the assassination of John F.Kennedy, the battles over civil rights, the Vietnam War, the Apollo moonlandings, and theWatergate scandal. Cronkite stepped down from the anchordeskatCBSNewsin1881.Hehasreceivedjournalism'sandtelevision'shighestawards.

BEPREPARED

Thechallengesinmylifescarcelycancomparewiththoseoftheworldleadersalsorepresentedhere.

Minewerethoseofanewspaperreporterandbroadcaster.ThefateofnationsorofgreatcorporationshardlyhungonhowIconfrontedthem.ThedecisionsImadeaffected,forthemostpart,onlymemyprofessionalfutureorperhaps,inthestressofwartime,mysurvival.

EarlyinmybroadcastcareerIwashiredtobroadcastUniversityofOklahomafootballgames.Toeasetheformidabletaskofidentifyingalltheplayersonboth

teams, I devised an electric board bywhich spotters from the opposing teamswould,bysimplypressingabutton,identifyformethenamesofthoseinvolvedineachoftheplays.

With utmost confidence in my labor-saving device, I took my seat in thebroadcastboothwiththetopexecutivesofthebroadcaststationandoursponsorsthere towishmewell in an enterprise inwhich they had riskedmuch on thisneophytefootballannouncer.

Their confidence inme andmy confidence inmyself collapsed with the firstplay of the game.My spottersmademistakes as they punched the identifyingbuttonsonmyelectricboard.Thenatureof theirmistakesranthegamutofallthepossibilitiesforerror.Thebroadcastwasadisaster.

ThestationownersandthesponsorswerekinderthanIdeserved.Theygavemeanotherchanceonthebasisofmyplanforrehabilitation.

Irecruitedasmyspottertopunchthebuttonsonmyelectricmachine,anotherstation employee. He and I memorized the names and jersey numbers, ages,physical characteristics, and hometowns of every one of the thirty or fortymembersofeverysquadofeveryuniversityweplayedand,ofcourse,thesameforOU.

Wespent threeor fourhoursadaydrillingourmemories.Oneofuswouldcalloutasinglefactabouteachplayernameornumber.Theotherhadtofillinallthedetailsofhisfootballbiography.

Itwasgrueling,unglamorousworkthatbeganonMondayandwentrightupto game time the following Saturday. We missed a lot of the partying thataccompanied most football weekends. But the practice worked, and ourbroadcastswerehighlysuccessfulfromthatsecondgameon.

Thisexperienceearlyinmybroadcastcareertaughtmeaninvaluablelesson,onethat,incidentally,wasaBoyScoutmotto:Beprepared.ForeverystoryIexpecttocover,Ithoroughlyresearchalltheavailablematerialregardingtheevent,thebackground,andthemajorpersonsinvolved.AndIdon'tdesignplansorlabor-savingmachinery thatmightpermitme to skip this essential step indoingmyjob to theabsolute limitofmyability.Mymotto is:Thereareno shortcuts toperfection.

FORMERCHAIRMANAND

CHIEFEXECUTIVEOFFICER,.IPMORGANCHASE

Known as the "great acquirer," William Harrison Jr. was responsible for themerging of a number of banks from Chemical Bank into Chase and thenJPMorganintoChase.Hemergedeverythingtogetherandthenretiredinglory.HerewegetapeekinsideHarrison'sJPMorgan,itsin-houseslogan,andthekeystosuccessforallitsemployees.

WilliamHarrison Jr., became chairman of JPMorgan Chase in 2005, prior towhichhehadbeenchairmanandCEOsince2ooi.HarrisonisalsoadirectorofCousinsProperties,Inc.andMerck&Co.,Inc.HeisamemberoftheBoardofOverseersandManagersofMemorialSloan-KetteringCancerCenterandoftheBoard of Directors of North Carolina Outward Bound and the Committee toEncourageCorporatePhilanthropy.

BEALEADER

Workhard.Takerisks.Haveaview.WecameupwithasloganforJPMorganabout three years ago:Be a leader.Wewant everybody to be a leader. Somepunditssaythatnoteveryonecanbealeader,butinmyview,everyonecanbe.Tobealeader,youhavetohaveaview,bewillingtoconstructivelyexpressit,anduseit tomakesomethingbetter.Underthatdefinition,everybodycanbealeader.Thelowestpersoninacompany'shierarchyoughttobedoingthat,andI'darguethateventhehighestleaderinthecountryhastodothosethingswell;hehastohaveaview,constructivelyexpressit,andgetpeopletofollowhimtomakethingsbetter.

Somyadvicetoyoungpeopleistohaveaview,gomakesomethingbetter,getskininthegame,careaboutit,andtakesomerisksalongtheway.Takingrisksisvery important.Youshouldn't takecrazy risks,butyoushould take risksallthetimetoimproveandtoproveyourself.

PRESIDENTIALADVICE

THIRTY-EIGHTHPRESIDENT

OFTHEUNITEDSTATES

Oneofthemostloyalandkindpresidentstoserve,GeraldR.Forddidwhathe feltwas right toheal thecountryafter theNixon resignation. Ivisitedwithhim a year before he died at his home in Palm Springs,where he reminiscedabouthisoldfootballdaysandhissadnessthathiskneeshadgivenout;itwasdifficult for him to walk in his old age. He still had that wonderful sense ofhumorandkindlygracethatwillprobablymakehimoneofthemostrespectedpresidents who served at a time when the nation needed to be set right. Hedisplaysthatkindlygraceinhisletter,advocatingrespectforthosewhoseideasdifferfromourown.

GeraldR.FordtooktheoathofofficeonAugust9,1974,intheaftermathoftheWatergate scandal.Heacted to curb the trend towardgovernment interventionandspendingasameansof solving theproblemsofAmericansocietyand theeconomy.

OPPONENTS,NOTENEMIES

I'vealwaysbeenanoptimist,andstillam.Yes,Isuffereddisappointmentsanddefeats, but I tried to forget themandkeep apositive attitude.When Iwas insportsand lostagamebyerror,or in thepoliticalarena,and lostbyanarrowmargin,nogroaningwouldhelp.SoIdon'tdwellonthepast.Ilearnedtomoveonandlookahead.

I can't stress enough how important this period of time is in your life. Byforminggoodmoralsandlearningthemeaningofrightandwrongnow,youaresettingapatternthatwillfollowyouthroughoutlife.

I encourage you to set goals and strive for excellence in all you do. Theexperience,knowledge,anddisciplineyouacquireduringyouryouthwillbeofimmeasurablebenefit inyouradult lifeandhowyouaffectyournationand itspeople.

IhavehadtheprivilegeofworkingcloselywithMrs.Ford,raisingfundsfortheBetty Ford Center for Alcohol and Drug Abuse. I have seen firsthand howalcohol and drugs can affect one's life. It is so easy to slip into dependence.Therefore,Iaskyounottogiveintopeerpressure.It'sokaytosayno!Celebrateyourlifebybeingtruetoyourself.

Lifeisagambleinanythingyoudo,butchallengesshouldn'tdissuadeyou.Ihappentobelieveifyouprepareyourselfandworkhardtowardagoal,youcanachieveacertaindegreeofexcellenceandsuccess.

Amongtheprinciplesthataleadercannevercompromiseisrespectforotherswhose principles differ from their own. Duringmy time in Congress and theWhiteHouse, I often disagreedwith people. I questioned their ideas not theirmotives,andnevertheirpatriotism.Ihadopponents,butnotenemies.

Goodleadersarepragmatists.Theywanttomakethingswork.Theywanttodothedecentthingforothers.Whenitcomestochoosingleaders,weshouldvalueauthenticityasmuchasideology.Insteadoffollowingsomedemagogicpersonthatdistortsthetruth,youshouldbeinformedonallsidesofanissueandthenbeenergizedtobeinvolvedandtoknowallofthefactsandramifications.Iamstillconvincedthattruthisthegluethatholdsnotonlyourgovernmenttogether,butalsocivilization.

THIRTY-NINTHPRESIDENT

OFTHEUNITEDSTATES

JimmyCarterwasapresidentwhosedeepfaithguidedhisways.Whetherhefeltthingswererightorwrongpolitically,hisreligiousprinciplesleadhiminhisdecisions. Inhis letterheadvocatesexpandingyourworld fromyourprinciplecommitmenttoexploringnewideas,experiences,places,andpeople.

Upongraduationin1946fromtheNavalAcademy,JimmyCarterservedforsevenyearsasanavalofficer.In1962heenteredstatepolitics,andeightyearslater he was elected governor of Georgia, emphasizing ecology, efficiency ingovernment,andtheremovalofracialbarriersduringhisadministration.

Carter announced his candidacy for president inDecember 1974 and began atwo-yearcampaignthatendedwithhisdefeatofGeraldR.Ford.

EXPANDYOURHEARTSANDMINDS

Iwouldsaythemainthingtorememberisthatnomatterwhatyouhaveasyourprimarycommitment in life, try theancillary things, theextra things thatdon'tinterferewith yourmajor commitment, but that enhance and expand it. Thesehaveatendencytoalsoexpandyourheartsandyourmindstoencompassotherpeople,whichaddsanewdimensiontolife.SoIwouldsaytrynewthings.Don'trestrictyourlives.Don'tliveencapsulatedinacocoonjustwithpeoplelikeyou,who speak the same language, or look the same, or sing the same song, orworshipthesameway,butconstantlyexplorenewideasandnewexperiences.

FORTY-FIRSTPRESIDENT

OFTHEUNITEDSTATES

George H. W. Bush was one of the most principled, kind, and dedicatedpresidents to serve. Amanwho cares deeply about theUnited States and hislovingfamily,hehasalwaysshownrespectforhisson,theforty-thirdpresident,even in the face of criticism. Your relationships with those around you, heexplains,arevitallyimportanttoyoursuccessandhappiness.

GeorgeH.W.BushservedtwotermsasarepresentativetoCongressfromTexasandwasappointedtoaseriesofhigh-levelpositions:ambassadortotheUnitedNations, chairman of the Republican National Committee, chief of the U. S.Liaison Office in the People's Republic of China, director of the CentralIntelligenceAgency.Heservedtwotermsasvicepresidentbeforewinningthe1988generalelectionforpresident.

THEFORTY-FIRSTPRESIDENT'STOPTENLIST

I cannot single out the one greatest challenge inmy life. I have had a lot ofchallenges,andmyadvicetoyoungpeoplemightbeasfollows:

1.Don'tgetdownwhenyourlifetakesabadturn.Outofadversitycomeschallengeandoftensuccess.

2.Don'tblameothersforyoursetbacks.

3.Whenthingsgowell,alwaysgivecredittoothers.

4.Don'ttalkallthetime.Listentoyourfriendsandmentorsandlearnfromthem.

5.Don'tbragaboutyourself.Letotherspointoutyourvirtues,yourstrongpoints.

6.Givesomeoneelseahand.Whenafriendishurting,showthatfriendyoucare.

GEOKCEBUSH

7.Nobodylikesanoverbearingbigshot.

8.Asyousucceed,bekindtopeople.Thankthosewhohelpyoualongtheway.

9.Don'tbeafraidtoshedatearwhenyourheartisbrokenbecauseafriend

ishurting.

10.Sayyourprayers!!

FORTY-THIRDPRESIDENT

OFTHEUNITEDSTATES

A president who believed in doing what he felt was right for the countryregardlessofunpopularpolls,GeorgeW.Bush'sapproachtothesecurityofthenation kept theUnitedStates safe from another terrorist attack after 9/11.Hislegacy to be determined by history, he firmly believed his decisionswere theright ones at the time hemade them. In his letter he suggests holding onto aseries of principles by which you can make decisions and sticking by yourdecisionswhiletryingtounitepeoplearoundthoseprinciples.

Prior tohispresidency,GeorgeW.Bushservedforsixyearsas theforty-sixthgovernor of Texas, where he earned a reputation for bipartisanship and as acompassionateconservativewhoshapedpublicpolicybasedontheprinciplesoflimitedgovernment,personalresponsibility,strongfamilies,andlocalcontrol.

SAYWHATYOUBELIEVEANDSTANDBYIT

Septemberii'"testedmyabilitytomakedecisionsduringahecticperiod.HistorywilljudgewhetherornotImadetherightdecisionsduringahecticperiod,butone thingSeptember11"'didwas to sharpen the skillsnecessary tobeagoodleader.Sometimesthetoughestdecisionshavetobemadewhenthere'salotofchaos,orseemingchaos,around.

Ithinkaleadermusthavegoodinstincts.Oneinstinctthatisimportantistheabilitytojudgethecharacterofsomebodyelseanddeterminethenatureofthatperson.

OneofthethingswemustdoinAmericaistoworkforaculturethatinsiststhatpeopleberesponsibleforthedecisionstheymakeinlife.Peopleshouldalsounderstandthat,inthiscountry,aresponsiblesocietyencouragespeopletolovetheirneighbors.

Now,that'sthewayIwasraisedbymyfolks.Weweretaughtthatputtingtimeinwasnobleandimportant.Butmygrandfatherandgrandmotheralsodidalotofcharitableandvolunteerwork.I'mtalkingaboutsomethinggreaterthanpublicservice;I'mtalkingabouthelpingothersinneed.Ibelievethatit'sanimportantpartofoursocietyforpeople tocontribute timeand/ormoneytohelp those inneed.

HereinWashington,it'simportanttoknowwhatyoubelieve,basedecisionsuponprinciples,andnotbeafraidofwhatothersthink.Iunderstandtheofficeisbiggerthantheperson.I'mapartofhistory,andit'sagrandhistory,Imightadd.

Second,Ibelievedeeplyinfreedom.IbelievethatfreedomisnotAmerica'sgifttotheworld;freedomisGod'sgifttoeveryindividual.Ibelievethatafreesocietywillbeapeacefulsociety.Ibelievethehumandesireofeverypersononthis globe is to be free. Those are, in my judgment, inherent Americanprinciples.AndImakedecisionsbaseduponthoseprinciplesandbeliefs.

Itrustpeople.Iwantpeopletobeowners.Ibelieveinanownershipsociety.That means that we have to close the minority gap in homes and encouragesmallbusinesscreation.

Ibelieveinlocalcontrolwherepossible.Thegovernmentthat'sclosesttothepeopleisthatwhichcanbereformedthemosteasily,ifitneedstobereformed.

I understandwhosemoneywe spend inWashington. It's not the government'smoney;it'sthepeople'smoney.

Theroleofgovernment isnot tocreatewealthbutanenvironment inwhichtheentrepreneurcanflourish.Familiesarethebackboneofastablesociety,andpublicpolicymustreflectthat.

In other words, there's a series of principles by which I make decisionsprinciplesthatcameasaresultofbeingraisedwhereIwasraisedandbywhomIwasraised.Itmayseemlikecourage.Tomeit'snaturaltostickbytheprinciplesthatareinherentinmybeing.

Youhavetosaywhatyoubelieveandstandbyit.Andit'stoughinWashington,D.C., sometimes, because some people in this town are so political that theyhaveazero-sumattitude:EitherIwinandheloses,orhewinsandIlose.That'snotthewayIthink.IhaveAbrahamLincolnonthewallhereintheOvalOffice.

He'sonthewallbecauseIthinkhewasthecountry'sgreatestPresident,becauseheunderstoodthataPresidentmustunitethecountrytoachievebigobjectives.And Iworkedhard to unite the country.Wehave to have a united country toachieve peace around the world and a united country to be a compassionateAmerica.Therefore,youhavetoriseabovethecriticsandthebackgroundnoisehere inWashington, speakdirectly to thepeople,andexplain to themwhywemake thedecisionswemake.Youhave tobring themalong ina constructive,nonpartisanwaytoachievebigthingsforthisgreatcountry.

Lincoln had the hardest task of all, being President when the country wasfighting internally.Yet, hiswhole thoughtprocesswas aimedat the importantprinciple of aUnited States ofAmerica, and he achieved that. I love to showpeople the portrait here in the Oval Office, and remind them that I am thePresidentoftheUnitedStatesofAmericathankstoAbrahamLincoln.

LETTERSANDNUMBERS

CHAIRMAN,VIACOM

SumnerRedstonegot his start as anownerof a groupof smallMassachusettsmovie houses, eventually becoming executive chairmanofViacom, the parentcompany of Paramount Pictures and CBS. In his inspirational letter Redstonepointsoutthatopportunitydoesnotknock,butwithhis"ThreeCs,"youcangooutandgrabit.

SumnerRedstonehasbeenchairmanoftheboardofNationalAmusements,Inc.,since1987, itsCEOsince1967,andservedasitspresidentfrom1968through1999.RedstoneservedaschairmanoftheboardoftheNationalAssociationofTheatreOwnersand iscurrentlyamemberof its executivecommittee.Hehasbeena frequent lectureratuniversities, includingHarvardLawSchool,BostonUniversity Law School, and Brandeis University. He graduated fromHarvardUniversityin1944andreceivedanLLBfromHarvardUniversitySchoolofLawin1947.

THETHREECS

I'malwayslookingforopportunities,bothdomesticallyandforeign.Opportunitydoesnotknock.Youhavetofindit.Nothingis impossible.Nothing.Andthenit's a matter of competence, commitment, and character. You have to havetremendous commitment to succeed.And you have to be highly competent tosucceed.Butwithoutcharacteryougonowhere.

IcallthemthethreeCs:competence,commitment,andcharacter.Butwithoutcharacter,I'mnotinterestedincompetenceandcommitment.

Iwasborn ina tenement. Itmademewant tosucceed.EvenwhenIwasveryyoung, going toBostonLatinSchool, I've always had a drive to try to be thebest.Itdoesn'tmeanthatIalwayshavebeen.WhetheritwasacourseatBostonLatinSchool,whichwasthenthebestschoolinthecountry,orwhetheritwas

practicinglaw,I'vealwayshadthesamedrive.YouwanttoknowwhereIgetit?Idon'tknow.Isitgenealogical?Isitfromourparents?I'mnotsure.ButIknowthatIstartedwithafewdrive-intheaters.AndtodayIcontrolthetwobestmediacompaniesintheworld.Sothatisanachievement.

CHAIRMANANDCHIEFEXECUTIVE

OFFICER, J.W. TEETSENTERPRISES

ANDFORMERCHAIRMAN,DIALCORPORATION

A corporate executive who believes strongly in family and religion as moralcompasses,JohnTeetsbuilttheGreyhoundCorporationfromabuslineintotheDial Corporation, a conglomerate that manufactures soap and food products.Throughhisappearancesincompanyadvertisements,hebecamefamousforthegreatest head ofwhite hair in business. Threewords, positivemental attitude,abbreviatedtoPMA,encapsulatehisadvicetous.

John Teets became chairman of the Greyhound Corporation in 1981 andrestructuredthecompanyfromaconglomerateintoaprofitableandstreamlinedcompany.In1986hewasnamed"CEOoftheYear"byLeadersmagazineandreceived the National Human Relations Award from the American JewishCommittee.In199ohewasgiventheForbesmagazineawardforTopBusinessSpeakeroftheYearandOrderoftheCrownbytheKingdomofBelgium.

PMA

Myfirstjobat10yearsoldwasbailingoutboatsandsellingworms.IvowedIwouldneverbepoor.

IamgratefulforthesuccessIhaveachievedandgivecredittosomeofthesephilosophiesIhaveheld:

•Keepapositivementalattitude,orPMA.

•Thinktodayisthefirstdayoftherestofyourlife...Makethemostofit.

•Beenthusiastic...itisaninside-outglowofmentalenergy.

•Thereispowerinprayer.

•Commonsenseisnotsocommon.

•Simplethingsconfusethewise.

•Youcan'tlearnanythingifyouaretalking.

•Successcomesinthe"cans,"not"cannots."

•Changeyourmindasoftenasnewfactsbecomeavailable.

•Plan,act,andreview.

•Lead,follow,orgetoutoftheway.

•Alwaysstayagreenapple,becauseonceyougetripe,someonewillpickyou.Inotherwords,stayonthelearningcurveandexercisethemind.

Hopefullytherewillbeafewnuggetsofinspirationthatyoucanadaptthatwillleadtoyoursuccess.

FOUNDER,CHAIRWOMAN,

ANDCHIEFEXECUTIVEOFFICER,

MURIELSIEEERT&CO.,INC.

Muriel"Mickie"Siebertisknownasthefirstwomanoffinance.Herroadhasn'tbeen easy. She was turned down by nine of the first ten men she asked tosponsor her application to become the first woman member of the StockExchange. But she prevailed and also became superintendent of New YorkState'sbankingdepartment.Sheisarespected,scrappy,talented,strong-willed,andextremelyknowledgeableperson.Here sheprovidesuswith tenpointsonleadershipandsuccesstoponder.

After rising to partnership in a leading Wall Street brokerage firm, Muriel"Mickie" Siebert became the first woman member of the New York StockExchangein1967,theyearshefoundedhereponymouscompany.In1977shetookfiveyearsofffromherfirmtoserveassuperintendentofNewYorkState'sBanking Department, with responsibility for the soundness of all New Yorkbanks.

THEFIRSTWOMANOFFINANCE'STOPTEN

1.Youcreateopportunitiesbyperforming,notcomplaining.

2.Youseeanopportunityandstepuptotheplate.

3.Takestands,takerisks,takeresponsibility.

4.Ifyou'renotwillingtoaccepttheworstthatcanhappen,don'tdoit.

5.Thosewhowaittoseewhichwaythewindisblowingwillbeunfurlingtheirsailswhilethecompetitioniscrossingthefinishline.

6.Inanygamewheretherearewinners,therehavetobelosers,andit'snodisgracetolose.Butyou'renotentitledtomakethesamemistaketwice.

7.Anysignificantchangeinbusinessisanopportunityfornewbusiness.

8. I believe in taking the BigChancewhen it comes along. I followmyhunches,butbeforeIact,Ilookatthenumbersinsideoutandupsidedown.

9. I sleep well at night, knowing that I've been competitive but honest,tenaciousbutscrupulous,toughbutfair.

10.Givingbackismorethananobligation,it'saprivilege.

FORMER CHIEF EXECUTIVEOFFICER,

Jean-PierreGarnierhelpedmergepharmaceuticalgiantsSmithKlineBeechamandGlaxoWellcomeandisconsideredoneof themostknowledgeableleadersinhisfield.Unlikemanychiefexecutiveofficers,he isnotstandoffishandhisdoorisopentoideasfromthoseinsideandoutsidethecompany.Hereheofferseightkeystothegoodlife,andtheblindpursuitofwealthisnotoneofthem.

Jean-PierreGarnierbecameCEOofGlaxoSmithKlineinJanuary2001.Garnierserves on the boards of directors of the United Technologies Corporation,CommitteetoEncourageCorporatePhilanthropyandtheEisenhowerExchangeFellowships,Inc.In1997hereceivedFrance'sChevalierdelaLegiond'Honneurandwas promoted toOfficier de la Legion d'Honneur in 2007. InApril 1997Garnier received the Oliver R. Grace Award for Distinguished Service inAdvancingCancerResearchfromtheCancerResearchInstitute.GarnierretiredfromGlaxoSmithKlinein2008.

EIGHTKEYSTOTHEGOODLIFE

1.Lifeisanadventureliveitaccordingly!

2.Haveavisionofwhatyou'dliketobe/todo.Beboldanddon'tletanyonetalkyououtofit.Andthenjustdoit.

3. Family and friends are important; nothing else is truly long lasting."Networking"and"socialclimbing"arefor theweak.Bemodestbutself-assured.

4.Tosucceed,playonyourstrengths; theywillcompensateforwhatyoudon't have. It helps to be smart, but it helps more to be resilient andhardworking.

5. It's the journey thatmattersmost; thedestination isabigunknown.Bekindandgenerousandyouwillbepaidbackmostofthetime.

6.Taketimeto"smell theroses"(takevacations!),exercise,anduseyoursense of humor and you will never burn out. A board meeting is lessimportantthangoingtoyourchild'sschoolplay!

7.Successinyourprofessioniseasysuccessinyourpersonalliferequires100percentconcentration.

8.JohnLennonwasright:Loveistheanswer.

FORMER CHIEF EXECUTIVEOFFICER,CREDITSUISSEGROUP

Anexecutivewhoneverattendedauniversitybut insteadearnedhiseducationthrough hard work within the banking and financial communities, OswaldJ.Grubelguided theCreditSuisseGroupwith adown-to-earth style.Known forpersonally calling people instead of relying on his vice presidents, Grubelwanted to get things done, and fast. Although he writes in his letter aboutbankingandfinance,hiswisewordsaboutachievingafeelforthefutureapplytoanyfield.

OswaldJ.Grubelwas theCEOofCreditSuisseGroupandCreditSuisseuntilMay 2007. He was CEO of Credit Suisse Financial Services fromJuly 2002toJuly 2004 andwas also co-CEOofCredit SuisseGroup from January 2003until July 2004. Grubel was a member of the Credit Suisse Group ExecutiveBoardbetween1997and2002.

75PERCENTABOUTTHEFUTURE

I think the banking and finance businesses in general will be successfulindustries.Buttherequirementsforyoungpeopletogetintobusinesstodayaremuch higher than they were ten years ago. You have to have a feel for themarkets.Nevermindunderstandingthebusiness;anybodycanlearnthat.Whatyoucannotnecessarilylearnisthatfeelingformarketsknowingwhenthingsarechangingandwhenpublicopinionisstartingtochange.Iwouldsayourbusinessisatleast75percentaboutthefuture.It'scertainlynotaboutthepast,andit'snotevenverymuchabouttoday.Wecontinuouslyhavetomakedecisionsaboutthe

future.

GENERAL PARTNER, ]HIREVENTURES

AsformerchairmanandchiefexecutiveofficerofAmericanExpress,JamesD.Robinson III expanded the company's fame and fortune until it became ahouseholdname.Heisnowwealthyenoughtorunhisowninvestmentcompany,whichhasanexcellenttrackrecord.HelikesItalianfoodbutsomehowmanagesto stay skinny. In his letter to us he counts down his ten guidelines to goodleadership.

Prior to cofounding RRE Ventures, James D. Robinson III worked for theAmerican Express Company for twentythree years, serving as chairman andCEO. He is a director of Bristol-Myers Squibb, where he also serves aschairman, the Coca-Cola Company, First Data Corporation, and Novell, Inc.,andisamemberoftheBusinessCouncil,theCouncilonForeignRelations,andtheU.S.-JapanBusinessCouncil'sexecutivecommittee.

LEADERSHIP,ONETHROUGHTEN

1.Surroundyourselfwithpeoplewhoaresmarterthanyou.Thesmarterthepeople,themoreyoucanaccomplish.

2.Remember:Changeisinevitable.Embraceit!Movewithit!Driveit!

3.Listen.Beopentonewideasandalternativeperspectives.Youmayfindthereisabetterwayofaddressinganissueorbuildingabusiness

4.Bepassionateaboutwhateveryoudo.Careintentlyaboutyourworkandfeelpersonallyaccountable.

5.Get involved in your community. There are three important aspects of

life: family,work,and thewellbeingof thecommunity inwhichyou liveandwork. It'scalled"enlightenedself-interest."Youwillmakeyourselfamorewell-roundedexecutive.

6. Integritymatters around the clock.The samegoes for humility.Checkarroganceinanyjobatthedoor!Bewaretheillusionsofsuccess.

7.True leadershipmust have follower-ship.Management styles canvary,but even an autocrat needs people who believe and simply don't followfromfear.

8. Diversity is critical by race, religion, age, and background. A well-integratedteammadeupofallthosetalentscanbethebestofthebest.

9.Theabilitytocommunicateiscritical,tooclearly,frankly,andoften.

10. You can always learn from older, wiser heads who have years ofexperience.Toooftenpeoplethinksomeonewhoisoldermustbeoverthehillandnotworthaskingadvice.Agebringswisdomnotalways,butoften.

DIRECTOR,NATIONALINSTITUTESOFHEALTH

Overseeinganorganization that tells theAmericanpublicabout thedangersofdiseaseandthenecessityofhealthcan'tbeeasy.ButEliasA.Zerhouni.M.D.isa"Dr.Diplomat"whodoesitverywell.Herehegivesushisrules,basedona50/50principle.Butwatchout!Thereareexceptionstoeveryrule.

Elias A. Zerhouni, M.D., leads the National Institutes of Health, the nation'smedical research agency. In his role as director, he oversees the NIH's 27institutesandcenters,whichhavemorethan18,oooemployeesandabudgetof$29.5 billion. The NIH investigates the causes, treatments, and preventivestrategiesforbothcommonandrarediseases.

THE50/50RULES

Iwouldliketosharesomeofmypersonalrulesoftheroad,whichIcraftedoverthe twenty-eight years since I graduated college. I call these rules my 50/50rules.

My first rule is that 50 percent ofwhat you learn is probably right and 50percentisprobablywrong.Yourchallengeistofigureoutwhichiswhich.

Every day, whenever you hear about something new, ask yourself, "Whichpart makes sense and which requires caution and more work?" And alwayswonderhowastatedfactcouldhavebeenestablished.

Itisnotonlyfuntoseetheworldthisway;itisalsoasourceofcreativity,ofseeking a different viewpoint. I deeply enjoy the feelingof discovering a new

principleorrelationshipIhadnoideaaboutthepreviousday.

Mysecond50/50ruleisthatmorethanhalfthetimetheanswertoaproblemisinanareaofexpertiseotherthanyourown.Thehistoryofscienceisfullofsuchexamples. Thus you should divide your learning 50/50 between your coredisciplineandconceptsdistantfromit.

For example, I alwaysmade sure that 50percent ofwhat I readwas inmyfieldofradiologyand50percentwasinfieldsotherthanradiology.

Mythird50/50ruleisthat,atleastinmyexperience,peoplebecometwiceassmart when they are in the company of others especially when those otherpeople are smarter. You can rest assured that at least half of your intelligentcontributionsinlifewillbestimulatedbyothersthroughcross-fertilization.Youshouldseekandcultivatethoseinteractions.

Anillustrationofthis50/50ruleistheremarkablenumberofscientificduoswhohavereceivedNobelprizes,suchasJamesWatsonandFrancisCrick.Lookat the legendary productivity of groups of scientists who came from famedlaboratoriessuchastheCavendish.Discoveryandcreativityareeminentlysocialprocesses.

Myfourth50/50principle is tomakesureyoucultivateat leasthalfofyourcolleaguesandfriendsfrombeyondyourownmilieu.Oneofmyclosestfriendswhoinspiresmeisanaccountant!

Ofcoursethereareexceptionstomy50/50rules.

First,neversplityourpersonalintegrity.Itshouldalwaysbe100percent.Yourreputationisyouronlycapital;donotriskit.

Second,inaffairsofloveIdonotrecommendthe50/50approach.Thatwouldbedeadly!

Finally,donothavehalfdreams!Justassurelyasasmallboxcannotcontainalargerone,soafulllifecannotbecontainedinsmalldreambox!Intheenditisnotfailingthatispainful,itisnothavingtried!

Somakesureyouhaveabig,bold,grandvisionforyourselfandgoforit!

PRESIDENT,HEARSTMAGAZINES

CathieBlackisoneofthemostpowerfulwomeninAmerica.Toughandsmart,she runs a $1.5 billion company profitably. How does she do it? Part of theanswer can be found in her letter, inwhich she advises us to create our owndefinitionof success and strive for a full array of life experiences around thatdefinition.

Calledthe"FirstLadyofAmericanMagazines"and"oneoftheleadingfiguresin American publishing over the past two decades" by the Financial Times,CathieBlackheadsHearstMagazines,adivisionofHearstCorporationandoneof theworld's largest publishers ofmonthlymagazines. Shemanages someofthe industry's best-known titles: Cosmopolitan; Esquire; Good Housekeeping;Harper'sBAZAAR;MarieClaire;0,TheOprahMagazine;PopularMechanics;Redbook; and Town & Country 1g magazines in all. Black has appeared onFortunemagazine's"5oMostPowerfulWomeninAmericanBusiness"listeachyearsinceitdebutedin1998.ShehasalsobeenincludedonForbesmagazine'slistofthe"TooMostPowerfulWomen."

LIVEA360-DEGREELIFE

Theonlydefinitionofsuccessthatcountsisyourveryown.Thereisnoonewayto succeedno jobor title or salaryor recognition that says, "You'vemade it."Successiswhatevermakesyoufeelyou'relivingwithpurpose.

When you define success for yourself, you remove pressure, feelings ofinadequacy,and,worstofall,anyattemptattryingtoliveuptosomeoneelse'sexpectationsforyou.Tobetrulyindependentistobefreeofothers'ideasofwhoyoushouldbe.

Live a 360-degree life -a full circle of experiences and people. Happiness ismoreimportanttosuccessthansuccessistohappiness.Whenyoudowhatyou

love,inworkandoutsideofwork,andfillyourworldwithfamily,friends,andcommunity,youbringpassionandjoytoallyoudoandallyoutouch.

Butit'snotallaboutyou.Every360-degreelifeneedscompassion,empathy,andservicetomakeitmeaningful.Useyourstomakeadifference.Makeyourhappiness helpful.Andon dayswhenyou're not feeling so happy, look aheadandmoveforward!

PRESIDENT,

RUDENSTEINASSOCIATES,INC.

Public relations expert Howard J. Rubenstein represents some of the topindividuals and organizations in the United States, including the New YorkYankees and half the real estate moguls in New York and other large cities.Whatheknowsbutnevertalksaboutcouldbemadeintoamovie.InhisletterRubensteintalksaboutsixtipsthatcanprovideaframeworkforsuccess.

HowardJ.Rubensteinfoundedthefirmthatbearshisnamein1954.Sincethenhe has served as a valued counselor to some of the world's most influentialcorporations,organizations,andopinionleaders.Hehasservedasamemberofnumerous civic and philanthropic organizations. He is vice-chairman of theMuseum of Jewish Heritage -A Living Memorial to the Holocaust and hasservedas a consultant to theU.S.ForeignClaimsSettlementCommissionandassistantcounseltotheHouseju-diciaryCommittee.

AFRAMEWORK

Overthelastfiftyyears,I'vehadtheprivilegeofworkingwithclientswhoareleadersandpioneers.Basedon thatexperienceIwouldofferyoungpeople thefollowingtips:

• Do the right thing. There are values that everyone knows but manydisregardwhenitcomestobusiness.Behaveethically.Workhard.Respectothers.Ifyouembracethisapproach,itwillmakeyourreputation.

•Be conscientious.A true leader pays attention to details. It's often littlethingsthatderailaproject.So,sweatthesmallstuff.Atthesametime,don'tjustactasanordertaker.Bringyourinsightandideastotheparty.

•Don'tbeisolatedinyourthinking.Successfulpeoplearecurious,willingto explore, and dedicated to their interests.Develop that characteristic byreading voraciously, staying on top of the news, and completing youreducation.

•Find a field thatmatches your personality and talent. Successful peoplelovewhattheydo.Whatyouchoosedoesn'thavetobeglamorousorflashy.Find out what you want in life, work hard, and pursue your goalsrelentlessly.

•Bepositive.Weliveinacynicalagewithnoshortageofnaysayers.Butthereismoreopportunityonthepositiveside:accomplishingandachievingthings. Pursue your goals without tearing others down by gossiping orcriticizing.

•Revereournation's freedoms. I have seen somany success storiesoverthe course ofmy career that could have happened only inAmerica. Therights you have as an individual give you the freedom to pursue yourdreams.

Takethesetipsasaframeworktohangyourambitionsandideason.Andgoodluck.Theworldneedsyou.

SENIOR PARTNER, SKADDEN, AllP4,

SLATE,1VIEAGHER&FLOM

JosephH.FlomiscertainlythemostrespectedandsometimesfearedlawyerintheUnitedStates.Companieswouldpayhimaretainerofamilliondollarsayear just to keephim frombeing retainedbyothers.He is oneof thegreatestlitigating attorneys in the law profession, and he is highly respected, highlyregarded,honest,andoneofthemostsignificantleadersofanylawfirm.Asheexplainsinhisletter,thereisnosingleruletoachievingsuccess,butacceptanceof criticism, job satisfaction, innovative thinking, and not-for-profit workwillaidyourprogress.

JosephH.FlomstartedhislegalcareerasSkadden,Arps'sfirstassociatein1948andhasledthefirmasithasgrownintooneofthelargestfull-servicelawfirmsintheworld.Heiswidelyrecognizedasoneoftheleadingattorneyspracticinginthemergerandacquisitionarena,pioneeringmanyofthestrategiesusedtodaybybidders,targets,andinvestmentbankers.

NOMAGICFORMULA

Theopportunitiesavailableforyoungpeopletodayaregreaterthanthey'vebeeninthepastbecausesocietyismoreopenintermsofnothavingaceilingonwhatyou can accomplish. I am a good example of that. I grew up with extremepoverty,andwithalittleapplicationandalittleluck,hereIam.

Therearedifferentkindsofopportunities:Thereareopportunitiesinprofessions.Thereareopportunitiesincorporations.Youcan'tclimbaladderfromthetop,soyou have to start at the bottom. The question is whether you have enough

ambitionandcanputenougheffortintotryingtoaccomplishwhatyourpotentialcommitsyou toaccomplish.Going to schooladvancesyou ina society that ismoreandmoredemandingofintellectualcapacityandthepressuretouseyourintellectual capacity. But the opportunities are there in any field you choose,providedthatyouapplyyourselfandrecognizethattheeffortsyouputintodaywillpayofftomorrow.

Idon'thaveanymagicformulaastohowtogetahead.However,Iwouldsaythatyoushouldrecognizethatcriticismisnotalwaysaputdown.Ifyoutakeittoheart,maybeitwillguidethewayyououghttobegoing.Andmakesurethat,earlyon,yougetajobinanareathatissatisfyingtoyousothatyougetpleasureoutofdoingwhateveryouaredoingwithaneyeonadvancinginthatprofession.It'saloteasiertoadvanceifyou'redoingsomethingyoulike.Also,youshouldtrytogooutsidetheboxand,whateveryou'redoing,trytolearnenoughaboutthe area so that you're one step ahead of the person next to you. This issomethingIpracticedagreatdeal to try toreallyunderstandwhatIwasdoingand to understand the collateral implications, because those areways you candistinguishyourselffromsomebodywho'sjustinthepack.Finally,Iwouldnotignore the benefit of working with not-forprofit organizations which can useyourservices.Thosearegoodfornotonlyself-gratification,butalsotogiveyouaccesstootherpeopleinthecommunityyoucanusefornetworkingintermsofmovingup.

PASSIONANDJOBSATISFACTION

FORMER CHIEF EXECUTIVEOFFICER,GENERALELECTRIC

John F. Welch Jr. is already a legend. He's straightforward, generous, and abrilliantcharacter,andhewouldbethefirstonetoadmit that it'sgreat tobeacharacter.He loveswhathe'sdoingwriting, speaking,andhavingagreat timeliningevenafterhis retirement fromGeneralElectric.Welchoffersaseriesofwisestatementsaboutbecomingaleaderinafieldthatgivesyousatisfaction.

JohnF.WelchJr.joinedGeneralElectricin1g6oandwaselectedvicepresidentin1972andvicechairmanin1979.In1881hebecametheeighthchairmanandchiefexecutiveofficer in thecompany's121-yearhistory.Heretiredin thefall2001.WelchisaformerchairmanandamemberofboththeBusinessCounciland the National Academy of Engineering and is a member of the BusinessRoundtable.

SOMETHINGTHATREALLYTURNSYOURCRANK

Alwayslookforopportunitiesthatwillgiveyouachancetolearn.Don'tbethelastpersontosignup.Always lookforsomethingthat really turnsyourcrank;lookforwork thatyou likeandwork thatyouwant todo.Don't thinkofyourcareerasaweighstation.Alwaysover-deliver.Neverdojustwhatthebossasks;alwaysdomore.Haveapositiveattitude.Don'twalkaroundwitha sour face.No one wants that. Have a positive, can-do attitude. And have plenty ofambition, but don't wear it on your forehead when you're with your peers,subordinates,orsuperiors.

CHAIRMANANDCHIEFEXECUTIVE

OFFICER,C.V.STARK&CO.

Maurice R. "Hank" Greenberg is a man with principal, someone who built acompanyfromalmostnothingtooneofthelargestintheworld.Heisageniusinbusinessandevenintohiseightiesisassharpasatack.Heknowsfinanceandbusiness and is respected as a builder and creator on par with any of hiscontemporaries.Whileemphasizingtheneedtohavepassioninyourendeavors,Greenberg explains how his success has been fostered by certain lessons andvalueshelearnedfromhislifeexperiencesgrowinguponafarm,servinginthemilitary,andworkingintheinsuranceindustry.

MauriceR. "Hank"Greenberg is the chairman andCEOofC.V.Starr&Co.,Inc.,andistheretiredchairmanandCEOofAmericanInternationalGroup,Inc.(AIG). He is former chairman, and currently serves as a trustee, of the AsiaSociety. He is also chairman of the Starr Foundation, which provides majorfinancialsupporttoacademic,medical,cultural,andpublicpolicyinstitutions.

PASSION

Whatever you choose to do, have passion for it.Don't try andhit a home runrightoutofthebox.Stickwithwhatyou'regoodat,andifyou'renotgoodatit,don'tdoit.Ifyoudon'thavepassionforit,don'tdoit.

Therearethreepartsinmylifethathavereallyinfluencedmyowncareer.Onewas growing up on a farm and having the discipline that life on a farmgivesyou.Second,myexperiencein themilitaryandbeingin twowars taughtmealotaboutpeoplewhoyoucandependuponandwhoyoucan't.Thedisciplineofthemilitaryalsotaughtmeaboutleadership;Istartedasaprivateandfinishedasa captain. And third, in the insurance industry, my background from both of

those experiences led me to be consistent with what I try to do. I stick withthings. My background provided me with leadership skills and a passion forwhatIdo.Ifyou'regoodatbeingaleader,itwillshow.

Ifyoucan'tlivethroughadversity,you'llneverbegoodatwhatyoudo.Youhavetolivethroughtheunfairthings,andyouhavetodevelopthehidetonotletitbotheryouandkeepyoureyesfocusedonwhatyouhavetodo.

PRESIDENTANDCHIEFEXECUTIVE

OFFICER,WARNACOGROUP

Whatdoestheheadofaglobalapparelleaderdoforfun?Heskis,whichhelpsthebloodpourbackintohisbrain.AndwithabrainlikeJosephR.Gromek'sithelps him make money for Warnaco. Now Gromek has started a WarnacoFoundationtohelpintheeducationfield.He'sgivingback,butinthemeantime,hegetstowearallhisowncompany'sproductsfromCalvinKlein,toChaps,toevenSpeedo.Gromeksaysyoushould lovewhatyoudo,and thatwill lead todiligence. Those things, combinedwith common sense and people skills, willleadtosuccess.

Joseph R. Gromek has served as president and CEO ofWarnaco since April2003.AtthattimehewasalsoelectedtotheBoardofDirectors.From1996to2002, he served as president and CEO of Brooks Brothers, Inc. He has heldseniormanagementpositionswithSaksFifthAvenue,LimitedBrands,Inc.,andAnnTaylor Stores Corporation. Gromek is the chairman of the Board ofDirectorsofVolunteersofAmericaandamemberoftheBoardofGovernorsoftheParsonsSchoolofDesign.

THEFIRSTPLACETOSTART

Obviouslyit's important tolikewhatyou'redoing,andevenmoreimportant tolovewhatyou'redoing.Sothat'sthefirstplacetostart.Ifyoulovewhatyou'redoing, you're going to work diligently, and ultimately, I believe you will besuccessful.Commonsenseisalsoveryimportant inourbusiness.Peopleskillsare very important, and treating people the way you want to be treated isessentialforsuccess.

Theworldtodayoperatesasameritocracy;therearenolimitstowhatyoucanaccomplish. Set your sights on something, have goals, have aspirations, andworkdiligentlytowardthem,andultimatelytheycanbeachieved.

AGLOBALSUMMIT

TheDalaiLamaisareligiousleaderofnobleandsimpleprincipleswithoutthepompofotherreligiousicons.HecaresdeeplyaboutTibetandisfascinatingtolisten to.During lunchonedayheexplained tome the stepsof enlightenmentandhowat thehighest levelhe is able to transfer thoughts andhealothers.Amodest,gentle,kindlysoul,heexplainsinhisletterthatwhilethepurposeoflifehappiness may seem like a selfish one, the best way to achieve it is throughworkingforthebenefitofothers,themostselflessactwecanperform.

HisHolinesstheFourteenththeDalaiLamaTenzinGyatso,istheheadofstateand spiritual leader of the Tibetan people.He has been living inDharamsala,northernIndia, theseatof theTibetanpoliticaladministrationinexile.In1989HisHolinesswasawardedtheNobelPeacePrizeforhisnonviolentstrugglefortheliberationofTibet.

MESSAGE

One great question underlies our experience, whether we think about itconsciouslyornot:Whatisthepurposeoflife?Ibelievethatthepurposeoflifeistobehappy.Fromthemomentofbirth,everyhumanbeingwantshappinessanddoesnotwant tosuffer.Fromtheverycoreofourbeingwesimplydesiresatisfaction. Therefore, it is important to discover what will bring about thegreatestdegreeofhappiness.

Frommyownlimitedexperience,Ihavefoundthatthegreatestdegreeofinnertranquillitycomesfromthedevelopmentofloveandcompassion.Themorewecare for the happiness of others, the greater becomes our own sense of well-being.Cultivatingaclose,warmheartedfeelingforothersautomaticallyputsthemindatease.Thishelpsremovewhateverfearsorinsecuritieswemayhaveandgivesusthestrengthtocopewithanyobstaclesweencounter.Itistheultimatesourceofsuccessinlife.

Aslongasweliveinthisworldweareboundtoencounterproblems.Ifatsuchtimes we lose hope and become discouraged, we diminish our ability to facedifficulties. If on the other handwe remember that it is not just ourselves buteveryone who faces hardships of one kind or another, this more realisticperspective will increase our determination and capacity to overcome ourtroubles.Indeed,withthisattitude,eachnewobstaclecanbeseenasyetanothervaluable opportunity to improve our mind! Thus, we can strive gradually tobecomemorecompassionate,thatiswecandevelopbothgenuinesympathyforothers' suffering and the will to help remove their pain. As a result our ownserenityandinnerstrengthwillincrease.

LOVEANDCOMPASSION

One great question underlies our experience, whether we think about itconsciouslyornot:Whatisthepurposeoflife?Ibelievethatthepurposeoflifeistobehappy.Fromthemomentofbirth,everyhumanbeingwantshappinessanddoesnotwant tosuffer.Fromtheverycoreofourbeingwesimplydesiresatisfaction. Therefore, it is important to discover what will bring about thegreatestdegreeofhappiness.

Frommy own limited experience, I have found that the greatest degree ofinnertranquilitycomesfromthedevelopmentofloveandcompassion.Themorewecareforthehappinessofothers,thegreaterbecomesourownsenseofwell-being.Cultivatingaclose,warmheartedfeelingforothersautomaticallyputsthemindatease.Thishelpsremovewhateverfearsorinsecuritieswemayhaveandgivesusthestrengthtocopewithanyobstaclesweencounter.Itistheultimatesourceofsuccessinlife.

As longaswe live in thisworld,wearebound toencounterproblems. Ifatsuch timeswe lose hope and become discouraged,we diminish our ability tofacedifficulties.If,ontheotherhand,werememberthatitisnotjustourselvesbut everyone who faces hardships of one kind or another, this more realisticperspective will increase our determination and capacity to overcome our

troubles.Indeed,withthisattitudeeachnewobstaclecanbeseenasyetanothervaluable opportunity to improve our mind! Thus, we can strive gradually tobecomemorecompassionate,thatiswecandevelopbothgenuinesympathyforothers' suffering and thewill to help remove their pain. As a result, our ownserenityandinnerstrengthwillincrease.

Ibelieve that tomeet thechallengeofour times,humanbeingswillhave todevelopagreatersenseofuniversalresponsibility.Itisonlythisfeelingthatcanremove the self-centeredmotives that causepeople todeceive andmisuseoneanother.Ifwehavesincereandopenhearts,wewillnaturallyfeelself-worthandconfidenceandtherewillbenoneedtobefearfulofothers.Thekeytoahappierworldisthegrowthofcompassion.Wedonotneedtobecomereligious,nordoweneedtobelieveinanideology.Whatisnecessaryisforeachofustodevelopourgoodhumanqualities.Wemustall learntoworknotjustforourownself,family,ornation,butforthebenefitofallhumankind.

FORMERPRESIDENT,USSR

ANDPRESIDENT,GREENCROSSINTERNATIONAL

ThemanwhotransformedtheSovietUnionisreveredmoreoutsideRussiathanwithinthecountry.HedidteardowntheBerlinWall,andinmyconversationswithhimhecontinuallypraisedRonaldReaganandtalkedofhisrespectfortheformerpresident.Hefelttheybecameclosefriendsandcouldtrusteachother.Inhis letter he calls us to join in a common effort with family, friends, and allcitizensofplanetEarthtohandlethechallengeswefaceasahumanrace.

MikhailGorbachevbecamegeneral secretaryof theSovietUnion in1985.Heinitiated the process of change in the Soviet Union what was later calledperestroika, the fundamental transformation of the nation and society.Gorbachevplayedaprominentrole inendingtheColdWar,stoppingthearmsrace, and eradicating the threat of a nuclear war. He was awarded the NobelPeacePrizeinOctober199o.SinceMarch1993hehasbeenpresidentofGreenCrossInternational.

ALLPEOPLEAREBRETHREN

Myyoungfriend,

Youhaveyourwholelifeahead.Thisisthelifethatyouwillhavetolive,andthisshouldbeadignifiedlife.Whatisthewaytodothis?Onecanneverteachothers as to what is the right way to live. Each has to make his or her ownchoice. And everyone's destiny will have its ups and downs, its zigzags,

drawbacks,andaccomplishments.

Butallofusaresteeredtothepathoflifebyourmotherandfatherandbythefamily. No matter what, the family is called upon to continue as your mostreliable support. But mind you: It also depends on you whether or not yourfamilyremainsyoursupport.

Another support in life comes fromyour friends, thepeoplewhowill bewithyouallyourlifelong.True,theyalldifferalot.Butaslongasyouhavethem,youarenever lonely.Thismeans that there is someoneatyour side, someonewhoextendsahelpinghand,someonewhogivessupportandconsolationwhenyouneed it.Make sure that your friends are important toyou.Make sure thatpeopleareimportanttoyou.

In theiryoungerdaysallpeopleareasking themselveswhatprofession theyshouldchooseandwhattheirannunciationcanbe.Whattheyshouldchoosetoget is success and well-being and to become a person that other people andsocietyneed.Whenapersonhasnovocationinlifeandisnotwanted,itmakeshim suffer. The right choice that matches your inclinations, capabilities, andtastesisthecornerstoneofyourentirelife.

Butwhateverthechoice,allpeoplehavetowithstandallkindsoftestsintheirlives.Itstandstoreasonthatinmanyrespectsthesetestsareindividual,too.Butatatimelikeours,theyareincreasinglybecomingcommontoallofus.

Indeed,wedospeakdifferent languages.Wehavedifferentcolorsofskin.Webelongtoreligionsofdifferentdenominationsorremainatheists.Butinspiteofall these things, we are facing the same challenges today. And these arechallengesmanyofwhichwe,people,havegenerated.Thesearethechallengesofwars andviolence that are taking a heavy toll of life.This is the challengecomingfromthebadlywoundednaturethatisurgingustocareandhelp.Thisisthechallengecomingfromterrorismandcrime.Thisisthechallengeofdreadeddiseases that, for the time being, are hard to cure. And, certainly, this is thechallenge coming frompoverty and illiteracy that lays thegroundwork for thetragediesofmillionsofpeoplewhoneedsupportandcompassion.

Everyone, includingyou, canandmust contributehisorher shareof effort,thought,andactioninordertofindanswerstothesedramaticchallenges.Butitis only through a common effort that we can solve the emergent challenging

problems. All people are brethren-this is a maxim known from timesimmemorial. Unfortunately, the citizens of the planet Earth have not alwaysbehavedasbrethren.Nowitishightimethatwerecalledthisgreattruthdrawingusawayfromoneanother.Wehavetojoinoureffortstogetherforthesakeofthefuture.

The future is always something unknown. No doubt, it will yield us greatmanynew,unusual,andsofarunknownthings.Butthefuturebeginsnow.Wearewitnessingitbeingbroughtintoexistencebyourownefforts.Andwhatwillhappen to us tomorrowdepends onwhat all of us are doing now, in our owncapacity.

And I am saying to you, to all young citizens of the Earth: Be brave,persistent,andefficient.Donotbeafraidof life.Life isbeautifulbecause it islife.Butitcanbebetter,anditwillbecomebetterifallofuswantitifwedoourbest in order to preserve and increase thewealth thatwas bestowed on us bynatureandbypeople'slabor.

Andit'smywishthatintheendofthechosenpaththateachofyoucouldsay:"I'velivedmylifeanditwasnotinvain.AndIamhappy!"

FORMERPRESIDENTANDCURRENT

PRIMEMINISTEROFRUSSIA

Somesayhewasastrongdictatorbut,afterall,asheadofRussiahisjobwastoadvance Russia's interests above those of other nations. I found him to becompletelycharmingwithagreatsenseofhumorandadevotedfathertohistwodaughters. At the end of his call to the world's youth to actively engage ineconomic and cultural change, Putin leaves us with an age-old recipe forsuccess.

Vladimir Putin rose through the ranks of the KGB and then the RussiangovernmenttobecomepresidentofRussiain2000.OnMarch14,2004,hewaselectedtoasecondterm.SinceMay8,2008,PutinhasbeenaprimeministerofRussia.

DILIGENCEISTHEMOTHEROFSUCCESS

This generation is not the first or the last to face problems and difficulties,including those of an international character. Everyone knows howmuch thepeoples of theworld suffered during the last century, which saw themassivetragedy of World War II. Today we are facing a new threat: the threat ofterrorism. Unfortunately no country not even the strongest power is able toinsulate itself from this threat.We should all concentrate on the fight againstinternational terror, and the youth can't stand aloof, putting all their hopes intheirgovernments.Iamconvincedthatyouthorganizationsshouldconsidertheirpotential input into thefightagainstextremism,violence, racism,andreligiousintolerance.

Today young people represent one of the most active and mobile groups insocietiesaroundtheworld.Itisnocoincidencethatyoungercitizensareactivelyinvolvedininternationalhumanitarian,intellectual,andculturalprojects.Thisis

largely facilitated by modern information technology, the common values offreedomanddemocracy,andtheopenpoliciesofstates.Youngpeoplecannowcommunicate easily, develop business relationships, and make new friends.Obviouslyallofthishelpsthemfindtheirplaceinlife,receiveagoodeducation,andapply theirabilities topursue theirambitions.And,at the same time, theycanmaketheirowncontributionstothedevelopmentofourworld:itseconomyandculture.

Asforanyspecificadvice, Iknowaveryold, timetestedrecipeforsuccess.Ourancestorscameupwithithundredsofyearsago:Diligenceisthemotherofsuccess.Iamsurethatremainsrelevanttoday.

FORMERPRESIDENTOFTHEREPUBLIC

OFKOREA

Roh TaeWoo was the first president of Korea to try to bring the North andSouthKoreangovernments together. It's becauseofhim that thesediscussionshaveanychanceofcontinuing.Boldmeasuresarealwaysrisky,asRohrelatesin his letter about his presidency.Yet the risks can bewellworth the reward,sometimeshistoricallyworththereward.

RohTaeWoowasthethirteenthpresidentofSouthKorea(1988-1993).Hewashandpicked by the ex-general Chun Doo Hwan to succeed him as president,triggering large pro-democracy rallies in Seoul and other cities in 1987. Inresponse,Rohagreed toholddemocraticpresidentialelections,andhebecamethefirstdemocraticallyelectedpresidentaftertheendofmilitaryrule.RohTaeWoo will be remembered for the broad political reform that he helped start,steeringthecountrytowardgreaterdemocracyandpluralism.

AUDACIOUSLYREALIZEFORMULATEDDECISIONS

ThegreatestchallengeinmylifewasthepresidentialelectioninwhichIran.Atthe time I was named a presidential candidate, Korea's president was to beselectedthroughanindirectelection,whichbynaturefavorstherulingparty.Asacandidatefromtherulingparty,Iwassuretoeventuallybecomepresident.

Atthattime,however,theKoreanpeoplehadlongbeenaspiringtocasttheirdirect votes to elect their president. During the phenomenal economicdevelopmentsincethe1960s,someofthebasiccivilrightshadtobeneglected,and the Korean people were hoping for the realization of a more perfectdemocracy.

In the view ofmy supporters, the democratizationmeasureswere not easy to

accept and implement. Enormous disadvantages and setbackswere foreseen. Iwas agonizing between the anticipated honor of presidency and the nation'saspirationsfordemocratization.ButIsoonrealizedthatthetimesdemandedthatIbolsterdemocracyinKoreaandeliminatethethreatofawarfromtheKoreanpeninsula.

Afterdaysofdeepcontemplation,Iconcludedthatapresidencythatwouldbeignoredbythepeopleandbyhistorywouldhemeaningless,andImadeupmymindtogiveupallfavorableconditionsguaranteedtomeuntilthen.

Asaresult,Idecidedtoimplementnumerousreformmeasuressuchasdirectuniversal suffrage through revising the constitution in order to enable allpolitically restricted activists to run for the presidency so long as they areKorean nationals and guaranteeing full freedom of the press. Thosemeasurescouldbecalled"revolutionary"atthetime.

Itwasnoneotherthanthe`June29Declaration,"whichIputforwardonthatdate in 1987.Consequently, theKorean people praised and supportedme onewho dared to take on the unfavorable circumstances and elected me as thethirteenthpresidentoftheRepublicofKorea.

"TheJune29Declaration" isnowonrecordasbeingan importantcatalyst forKorea'sdemocracyhavingtakenfirmroot.Morespecificallyitiscreditedwithlaying the foundation for Korea to become a role-model democracy whilesimultaneously becoming one of the ten greatest trading nations in the worldsinceitwasrebuiltfromtheashesoftheKoreanWar.

Aftermyinaugurationaspresident,evenmorechallengeswereawaitingme.Vis-a-visNorthKorea,Iadoptedadetourstrategy,bywhichwewouldimpeltheNorth toenter intodialoguesbyfirstestablishingfriendlyrelationswithChinaandthethen-SovietUnion,longtimealliesoftheNorth.

Thespringboardfor thatstrategywas theSeoulOlympicGames,amongthegreatestofitskindinhistory.TheOlympicshadbeenparalyzedamidconflictsbetween the freeworld and the communist bloc. I strived to heal thewoundsinflicted upon the world by the rift between East andWest and urged NorthKorea into the world community by making the Olympiad a true festival ofmankindinthedividedlandofKorea.

Duringtheprocess,NorthKorea'sresistancewasbeyonddescription,andIwas

also burdened with the task of persuading the South Korean people, whoabhorredthespecterofcommunism.FortunatelytheSeoulOlympicsprovedtobeasresoundingasuccessashadbeenintended,andwewereabletonormalizerelationswithEastEuropeancountriessuchasHungary,thethen-SovietUnion,andChina.Subsequently,westarteddialoguewithNorthKoreaandsignedtheSouth-North Basic Agreement and thejoint Denuclearization Declaration withtheNorth,therebydrasticallyreducingtheriskofawarontheKoreanpeninsula.This policy I developed is calledNordpolitik in reference to theOstpolitik ofWillyBrandt,theWestGermanpremier.

Lastly,Iwouldliketotellallyoungreadersofthisbookthatasupremeleaderwho truly loves his or her people should be able to sacrifice him-or herself,persuade the people, and audaciously realize formulated decisions, with theconvictionthatheorshewouldtakehistoricalresponsibilities.

KINGOFJORDAN

Likehisfather,KingAbdullahIIisknownasthe"quietpeacemaker."ForyearshehasbeenaconciliatorbetweenArabnationsthatdon'talwaysgetalongevenbetweentheUnitedStatesandIsraelintheirrelationswiththeArabworld.TherespectKingAbdullahIIgarnersfromtheinternationalcommunityallowshimto be a carrier of top-level messages. Confidence and a positive attitude, HisMajesty explains in his letter,will put you in a position to succeed nomatterwhatchallengeslieahead.

KingAbdullah IIbinal-Hussein is the forty-thirdgenerationdirectdescendantoftheProphetMuhammad(PeaceBeUponHim).Hetookonhisconstitutionalpowers asmonarchof theHashemiteKingdomofJordanonFebruary7, 1999.Sincethen,hehasplayedastrongandpositivemoderatingrolewithintheArabregionand theworld andhasworked towarda just and lasting solution to theArab-Israeliconflict.

PROVIDELEADERSHIPTHROUGHCOURAGE

Aschool teacher,afarmer,asoldier,anathlete,amother,andanentrepreneurcanprovideleadershipwhentheydecidetoconfrontthechallengesoflifewithhonesty,courage,determination,andasenseofoptimism.

Ihavealwaysfoundthatone'sconfidenceandpositiveattitudeindealingwithissues,challenges,anddifficultiesusuallysecureoverhalfofthevictoryinthebattle to succeed. This is true, regardless of the scope or complexity of theissues.

Somyadvicetotheyounggenerationisforthemtoalwaysprovideleadershipthroughcourage,andtoalwaysfocusondoingthecorrectthinginlife.Thesearebasic facts thatweall, I suppose, learntatkindergarten.But they remainvalidfor all of us as we struggle through life to make a difference for the poor,hungry,andoppressedand toprovidemeaning to life,one that is fullofhope,promise,andsuccess.

FORMERPRIMEMINISTER

OFMALAYSIA

DuringMohamadMahathir's timeasprimeminister,Malaysiahad tremendoussuccess. Because of his strong personality, he was an extremely effectivegovernmentleader.Astheyusedtosay,"Don'tmesswithhim."Inhisletterhediscussesthechallengesofchangingthevaluesofthosearoundus.

MahathirbinMohamadbecamethefourthprimeministerofMalaysiain1881,and he served in this position until 2003. During the 197os he held severalministerial posts, including minister of education and minister of trade andindustry. In 1973Mohamad was appointed as a senator, and in 1975 he waselected as one of the three vice presidents of his party. In 1976 he served asdeputy primeminister andwon the deputy president seat in 1978. In 1881 hewasappointedpresidentofhisparty.

IT'SWORTHTRYING

Youngpeoplemustremainoptimistic,andtheymustholdontotheirideals.Weshouldmotivatethemtostrivetochangetheworldforthebetter.Ofcourselateroninlifetheyaregoingtofindthattheiridealsarenotsoeasilyfollowed,butknowing thatdoesnotmean that they shouldn't try.After all,maybe theywillsucceedinmakingadifference.

WhenIwasveryyoung,Ibelieveditwouldbeveryeasytochangethings.ItturnsoutthatIwasabitnaive.IthoughtIcouldchangepeople'svaluesforthebetter, but aftermany years of trying, I've had very little success in that area.Generallyspeaking,youcannotchangepeopleasquicklyasyoumight liketo,but nevertheless, I would say it's worth trying. For me, it has certainly beenworththeeffort,andIamcontentwiththelittlesuccessIhaveachievedinthis

area.

PRESIDENTOFKAZAKHSTAN

NursultanNazarbayevisamanofstrongprinciplesbutwithtremendouscharm.Althoughhedidn't speakEnglishwhen Imethim inKazakhstan, his senseofhumor made me feel right at home, even in translation. He is dedicated tobuildingupKazakhstanandhasgreatsupportof thepeople.Nazarbayevgivesusthequestionwemustanswerintheaffirmativeeveryeveninginoureffortstofindharmonyandsuccess.

NursultanNazarbayev, adoctor in economics,workedhiswayup through theSovietpoliticalsystemandfrom1984to1989wasachairmanoftheMinistersCounciloftheKazakhSovietSocialistRepublic.From1989to1991heservedas first secretary of the Central Committee of the Communist Party ofKazakhstan.FromFebruary toApril19go,heconcurrentlyservedaschairmanof the SupremeCouncil of theKazakh Soviet Socialist Republic. SinceApril199ohehasbeenpresidentoftheRepublicofKazakhstan.

DIDILIVETHISDAYRIGHT?

Everyman's life is full of twists of fate and tests of one's strengths. It is notwithoutreasonthat themain thingpeopleaskfor in theirprayers is:"Savemefromevilandbadluck."

Havinggivenmanintellect,theCreatorputinfrontofhimaneternalchoicebetween good and evil, light and darkness, love and hate, knowledge andignorance.

It seems like all kindofproblemsarisewith the singlepurposeofhavingamanovercomeobstaclesandfindoptimalwaystoachievehisgoals.Therefore,adequateassessmentofthesituationandmakingacorrectdecisionarealwaysasourceofprogress.

True happiness comes when a man chooses the best of possible options ateverymomentofhislifeand,throughthat,achievesharmonywiththeworldandhimself.

Successwillalwaysbewithyoungpeopleiftheychoosehumanism,knowledge,responsibility,fairness,andunselfishnessastheirallies.Thatis thecruxofmycredo.

This is the reasonwhyeveryeveningI try toansweran importantquestion:"DidIlivethisdayright?"

For me, as the president, the question also means, "Am I doing all I can toimprovethelifeofmypeople?"

PRIME1VIINISTER,SINGAPORE

LeeHsienLoong'sfather,thefirstprimeministerofSingapore,madeSingaporea great country and a great business center. Now the son is carrying on thetradition.LeeHsienLoongsurvivedcancer, isahealthenthusiast,andissharpasatack,perhapsassharpashisfather.Andherehespeakstotheresponsibilityof each succeedinggeneration tocarryon theworkof thosewhocamebeforethem.

LeeHsienLoongwassworninasSingapore'sthirdprimeministerin2004,hasservedmultiple terms as amember of Parliament, and has held various otherroles in Singapore's government: Minister for Trade and Industry, SecondMinister forDefence,Chairof theEconomicReviewCommittee,Chairmanofthe Monetary Authority of Singapore, and Deputy Prime Minister. As primeminister, Lee has launched policies to build a competitive economy and aninclusivesociety.

TOBUILDACOUNTRYFROMSCRATCH

UnliketheUnitedStates,alargecountryovertwocenturiesold,Singaporeisavery small and young country one-fifth the size of Rhode Island. It had atraumaticbirth in1965whenitwasexpelledfromMalaysia.Fewinternationalobserversexpectedthetinyislandcity-statetosurvive,letalonesucceed.

Somyparents'generationhadtobuildacountryfromscratch.Theyovercamelong odds to develop Singapore into amiddle-income nation, attaining in onegenerationastandardoflivingthattookothercountriesdecadestoachieve.

Mygenerationexperiencedthistransformationinourlivesaswegrewup.Weknew that our progresswas an act of will and that we could not take furtherprogressforgranted.Westrivedtobuilduponwhatwehadinherited, tomake

Singaporeavibrantbusinesshubandaresilient,dynamicsociety.

Singapore's youth todaygrowupwith thebenefits andopportunities that theirparentsandgrandparentshadlaboredtoprovidethem.Buttheyhavenothadafree ride.They havewitnessed theAsianCrisis, the global threat of extremistterrorism,andtheoutbreakofthedeadlySARSvirus.Theyareexperiencingtheformidablechallengesofglobalcompetition,butalsotheexcitementofAsiaonthe move. They are ambitious to remake their world, to prosper in a globaleconomy,andtocreateabrighterfutureforthemselves.

Itishardtotellwhattomorrow'sSingaporewillbelike.ThisisforallyoungSingaporeans to shape and build. It is easy to describe what we wantacosmopolitancity,yetonefirmlyrootedinourAsiancultures;anopensocietywelcomingdiverseviews,yetcohesiveandwithasenseofnationalpurpose;acompetitiveeconomythatoffersopportunitiesfortheableandenterprisinganddelivers high and rising standards of living for all; and a political system thatproduceshonest,capableleadershipandenjoyspopularsupportandthemandatetoguidethecountryforward.

Ourchallengeistorealizetheseaspirations.Eachgenerationhastosolveitsownproblems and prepare the next generation to solve its problems. Each shouldleaveitscountry,andtheworld,abetterplacethanbefore.Thisismygoal,too.

GLOBALIZATION

FORMERCHAIRMANANI)

CHIEF 14, XE('17TIYE 0FFI('IdR,ADM

G. Allen Andreas took a successful company, one of the world's largestagricultural processors, and expanded it worldwide even into China. Aforwardlookingleader,hewasinfluentialincreatingalternativefuelsandenergyandplanningforthefuturehealthofthecompanyinthefaceofenvironmentalchanges taking place in our world. Education, he explains, especiallytechnological and linguistic education, is the key to success in today's globalvillage.

G.AllenAndreasservedasanattorneyfortheU.S.TreasuryDepartmentfrom1969 until joining the legal staff of the Archer DanielsMidland Company in1973.Appointedtreasurerin1986,AndreasrelocatedtoEuropein1989asCFOof European Operations and returned to the United States in 1994 as vicepresidentandcounseltotheExecutiveCommittee.Hewasappointedamemberof the Office of the Chief Executive in 1996, president and chief executiveofficerin1997,andchairmanandchiefexecutiveinJanuary1999.

THEGREATESTEDUCATIONPOSSIBLE

In today's world, you need to get the greatest education possible, becausetechnologyisdrivingsomuchchangeineveryone'sbusinesses.Soyouneedtobecome as fully educated as possible, and obtain global experience.Languageskillsareverysignificantassets in today'sworldandtheywillallowyoutobeentrepreneurialinspiritandtobeabletomovetolocationswhereyourskillsareneededmost.Languageskillswillalsoallowyoutomovewithinthesystemin

order to maximize your own talents. That's a key to success in any globalbusinesstoday.

MINISTERMENTOR,SINGAPORE

Lee Kuan Yew built a country from scratch following World War II. He'sreveredthroughouttheworldbyotherheadsofstate.Duringmyyearlyvisitshewouldpredictwhatwouldhappenthefollowingyear,andhewasrightabout90percentof the time.Amanwithamazingmentalcapacity,he is spot-on inhisletterasheexplains that takingonthechallengesofglobalizationisasvital toindividualsandorganizationsasitistoentirecountries.

Lee Kuan Yew led Singapore to independence and served as its first primeminister.Hewasreelected timeandagainfrom1959untilhesteppeddownin19go. Under his guidance Singapore became a financial and industrialpowerhousedespitealackofabundantnaturalresources.Aftersteppingdownin19go,LeewassucceededasprimeministerbyGohChokTong.Leeremainedinthecabinetasseniorminister.

THEOPPORTUNITIESOFGLOBALIZATION

This isanunfairworld.Somecountriesare rich,manyarepoor.Globalizationmaymakeitmoreunfairbywideningthegapbetweenthem.Butifyoupositionyourcountrytomakethemostoftheopportunitiesofglobalization,youwilldobetterthenthosewhodonot.

CHAIRMAN,PRESIDENT,

ANDCHIEFEXECUTIVEOFFICER,THETRUMPORGANIZATION

WhatneedstobesaidabouttheDonald?NobodycansayitbetterthanDonaldJ.Trumphimself,especiallywhenitcomestoglobalization.

DonaldJ.Trumpistheworld'smostfamousbusinessman,abest-sellingauthorandmediapersonality,andasymbolofsuccessforpeoplearoundtheworld.Heis also the founderofTrumpUniversity,which teaches successprinciples andfinancialindependence.

My best advice today for young people starting their careers is to be globallyaware.Thisrequiresadailydisciplineofkeepingupwithworldwideevents,aswellasnationalandlocalevents.Youmustknowwhat'sgoingonintheworldtobe an effective member of the world. My father always said to me, "Knoweverythingyoucanaboutwhatyou'redoing"andIhavefollowedhisadvice.

Beingaleadermeansbeingprepared.Thatalsomeansbeingpreparedtonevergiveup.Beingtenaciouswithyourgoalsisabsolutelynecessary.Greatsuccessrarely comes easily.Even today I encounter problemseveryday, but I remain

positive,disciplinedandfocusedApproacheverydaythatwayandit'slikelyyouwillsucceedAdversityisveryoftenanopportunityindisguise.

I am listed in the Guinness Book of World Records for having the biggestfinancialturnaroundinhistory.Iowedbillionsofdollarsintheearly1990'sandmanypeoplethoughtIwasfinished.Eventhenewspaperswereannouncingmydemise.ThedifferenceisthatIdidn'tbelieveIwasfinishedforonesecond,nomatter what people thought. I simply refused to give in to negativecircumstancesandIkeptworking. Inshort, I refused togiveup. IamnowfarmoresuccessfulthanIeverwas.

Theworld is a big place. Think accordingly, be prepared, and never give up.That'sagreatcombinationforsuccess.Workhardandgoodluck!

THEWORLDISABIGPLACE

Mybest advice today for young people starting their careers is to be globallyaware.Thisrequiresadailydisciplineofkeepingupwithworldwideevents,aswellasnationalandlocalevents.Youmustknowwhat'sgoingonintheworldtobe an effective member of the world. My father always said to me, "Knoweverythingyoucanaboutwhatyou'redoing"andIhavefollowedhisadvice.

Being a leader means being prepared. That also means being prepared tonever give up.Being tenaciouswith your goals is absolutely necessary.Greatsuccess rarelycomeseasily.Even todayIencounterproblemseveryday,but Iremainpositive,disciplined,andfocused.Approacheverydaythatwayandit'slikelyyouwillsucceed.Adversityisveryoftenanopportunityindisguise.

I am listed in the Guinness Book of World Records for having the biggest

financialturnaroundinhistory.Iowedbillionsofdollarsintheearly1990sandmanypeoplethoughtIwasfinished.Eventhenewspaperswereannouncingmydemise.ThedifferenceisthatIdidn'tbelieveIwasfinishedforonesecond,nomatter what people thought. I simply refused to give in to negativecircumstancesandIkeptworking. Inshort, I refused togiveup. IamnowfarmoresuccessfulthanIeverwas.

Theworld is a big place. Think accordingly, be prepared, and never give up.That'sagreatcombinationforsuccess.Workhardandgoodluck!

WISDOMINHERITED

FOUNDER,REMBRANDTGROUP

Anton Rupert lived in South Africa, where he loved wine making. HisStellenboschWinerieshavebecomeabrandnameforthefinestinSouthAfricanwines.Healsoput togetheracompany thatownsCartier,Dunhill,Montblanc,VanCleef&Arpels,Piaget,VacheronConstantin,Jaeger-LeCoultre,andIWC.What a combination! In his letter Rupert gives us a wonderful blend of hisfavoriteproverbs.

South African industrialist and philanthropist Anton Rupert passed away in2oo6, but his legacy lives on. He built a small tobacco company into a hugemultinationalconglomeratethatencompasseshundredsofbusinessesinseveralcountries.In1948herenamedhiscompanyRembrandt,whichbecamethecoreof a financial empire. Rupert was a founding member of theWorldWildlifeFund (WWF) and in 1997 became a founding patron of the Peace ParksFoundation,whichwas created to establish cross-border conservation parks insouthernAfrica.

PROVERBS

•Hewhodoesnotbelieveinmiraclesisnotarealist.

•Itisbettertolightasmallcandlethantocursethedarkness.

•Wherethereisawillthereisaway;thewillitselfbecomestheway.

•Foreverycrisis,foreveryfear,foreveryproblem,thereisthereversesideofanopportunity.

• We can only make ourselves indispensable through service andachievement.

•Alwaysputyourself in theotherman's shoes;alsoconsiderhispointof

view.

•Whatyoudotootherswillbedonetoyou.

• Worrying is like a rocking chair, it keeps you busy but it brings younowhere.

•Nogooddeedevergoesunpunished.

•Letususethepastasaspringboardtothefuture,notasarockingchair.

FORMER CHANCELLOR,GERMANY

OneofGermany'smostcharismaticchancellors,GerhardSchroderhasaterribletemperbutagreatsenseofhumor.InhisletterhecitesnolessaluminarythanImmanuelKanttodeliverhiswisdomtothefutureleadersoftheworld.

GerhardSchroder studied lawatGottingenUniversitybefore enteringpolitics.Longaffiliatedwith theSocialDemocraticParty,hewaselectedchancellor in1998,unseatingtheincumbentHelmutKohlaftersixteenyears inoffice.Aftersteppingdownaschancellorin2005,Schroderacceptedapostastheheadoftheshareholder's committee in a Russian-led consortium, controlled by the gascompanyGazprom,whichisbuildingapipelinefromRussiatoGermany.

THECATEGORICALIMPERATIVE

Beself-confident.Nevergiveup.Alwayshaveaplan.Remainfirmlycommittedtoyourgoalsandvalues,evenifyouencountersomeopposition.Anddon't letyourselfbediscouraged if aparticularprojectdoesn'twork.And, if Imaysaythis as a "child of European enlightenment": Stick to Kant's "CategoricalImperative":Actsothatthemaximofyouractionmaybecapableofbecomingauniversallawforallrationalbeings.

MANAGINGPARTNER,INTERMMIEDIAPARTNERS

Anexpertinmediaofallkinds,LeoHinderyJr.,isconsideredintelevisionandprinttobeoneofthemostfar-seeinginvestors.Whathehastouchedinthepasthas pretty much turned to gold. Riffing off a quotation from Napoleon, hereHinderyexplainswhatittakestobealeader.

Leo Hindery Jr., is managing partner of InterMedia Partners, a major privateequityfirm.PriortostartingInterMediaPartners,HinderywasCEOoftheYESNetwork,thenation'spremierregionalsportsnetwork,whichhehelpedformin2ooIasthetelevisionhomeoftheNewYorkYankeesandtheNewJerseyNets.Previously he has been chairman and chief executive officer of GlobalCenterInc., president and chief executive officer ofAT&TBroadband, and presidentandchiefexecutiveofficerofTele-Communications,Inc.(TCI).HinderyisalsotheauthorofTheBiggestGameofAll.

METEORSWHOLIGHTOURWORLD

Napoleonsaidthat,"Greatmenaremeteors,consumingthemselvestolighttheworld."Thesamecanbesaidofgreatleaders.

Andthoserareindividualswhorisetobegenuineleadersoftheirgeneration,those meteors who light our world, have specific unassailable characteristicswhichdistinguishandinturndefinethem.

A great leader needs to love and respect people, and he needs to becomfortablewithhimselfandwiththeworld.Healsoneedstobeabletoforgivehimselfandothers.Inotherwords,aleaderneedstohave"grace."

A great leader must have a deep reservoir of knowledge and broad

perspectives.Hemustbebrightandatoncebothoutwardandforwardlooking.

Along with grace and cleverness comes "vision," and a woman or manwithoutavisionisnotaleader.Onemustalwaysknowwithgreatclaritywhereonewantstogoandwhy.

A leader cannot leadwithoutbeingable to articulatehisvision.Thismeanshaving theability first to thinkstraightand then toexpress thoughtsand ideasclearlyanddirectly.Andaleadermustgivebrainandheartequalaccesstohistongue.

Aleaderhastobecompletelycomfortableinmakingdecisionsandneedstounderstand the imperative of making informed and timely ones. He can't betimid or shallow; many people are waiting and counting on leaders, andsometimesevenanationis.PresidentHarryTrumansaidthattheultimatetestofanydecisionis"notwhetherit'spopularatthetime,butwhetherit'sright.Ifit'sright,makeit,andletthepopularparttakecareofitself."

Thomas Edison said that genius and he certainly was one is 10 percentinspirationand90percentperspiration.ButEdisonwasalsoagreatleader,someevensaythe"CEOoftheCentury,"andheknewandsaidthatthesameappliestoleadership.You'vegottobehard-working.There'ssimplynootherwaytogetthejobdoneandtoinspireotherstoalsogivetheirutmost.

Finally,noentity that Ieverwant tobepartofcan toleratea leaderwho isn't,deepinhiscore,honestandethicalandbeingethicalisnotsomeorganizationalorpoliticalexpediencydevelopedlaterinlife.Ethicsareformedoveralifetimestartingataveryyoungage.

So, there you have it, the requirements for a great leader: grace, broadintelligence,vision, theability toarticulate ideas, reasonedandtimelydecisionmaking,hardwork,andethics.

And because I am privileged to be a businessperson, I want to say that aparticular imperative for genuine success in business leadership isacknowledging and embracing equal and concurrent responsibility toconstituenciesotherthanonlyshareholdersorowners.Abusinessleaderhasjustasmuchobligationtoemployees,customers,andcommunitiesasheorshedoesto shareholders and larger companies and their executives also have a strongcommonresponsibilitytothenation.

WendelinWiedeking, thegreatchiefexecutiveofPorsche,spokecompellinglytothispointwhenhesaidthat,asbusinesspeople"weshouldnotalwayslookatgettingthemaximumreturn,butwemustlookatpeopleandmakesuretheyare[also] takingpart.Wealsohave topaya lotofattention toourcustomers, forwhenthecustomer ishappy, thentheworker ishappyandsoare thesuppliersand then thereshouldbeenoughmoney left for theshareholders. Ihaveneverunderstood shareholder value [only], as it leaves so many things out.Shareholders give their money just once, whereas the employees work everyday."

VICECHAIRMAN,MODERNBANK

ANDCHIEFEXECUTIVE0FFICER,MODERNASSETMANAGEMENT

LeslieE.Bainshashadmanycareersinvolunteering,business,andfinanceandjustasmanyservingontheboardsofnonprofitorganizations.Hertwochildrenwent to Duke University, and she's helping the school's medical center. Shecombinessmartwithserve-agoodcombination.Avisionofsomethinggreaterthanyourself,Bainsexplainsinherletter,attractsotherstoyourmissions.Asagreatphilosopherputit,it'sallabouthavingawhythat'smorethanjustmoneyorfame.

Prior to joining Modern Bank, Leslie E. Bains was president of AFSIntercultural Programs, one of the world's largest nonprofit, community-basedvolunteerorganizations.Sheretiredattheendof2003asseniorexecutivevicepresidentofHSBCNorthAmerica,where shewas thehighest-rankingwomanandmemberoftheseniormanagementcommittee.ShealsoheldexecutivepostswithJPMorgan/ChaseandCitibank.

AWHYTOLIVE

OvertheyearsIhavehadthepleasuretoworkwithmanysuccessfulleadersinboththebusinessandnonprofitsectors.Ihavelearnedthatsuccessfulleadersarethosewhohaveavisionofsomethinggreaterthanthemselves.

If you chase after money or status, chances are you'll have a hard timecatchingupwiththem.Butwhenyouhaveavisionthatgoesbeyondyourownneeds, peoplewill naturallywant to be part of it, and no idea, nomatter how

great,everbecamearealitywithouttheassistanceofmanyhandsthisisequallytrueinbusinessasinpublicserviceorthearts.

Aphilosopheroncesaid,"Hewhohasawhytolivecanbearalmostanyhow."Iwouldadd,"Hewhohasawhytoleadcanbearalmostanytrial."

VICEPRESIDENTANDASSISTANT

GENERALMANAGER,NEWYORKYANKEES

Ten years ago itwould have been unheard of for awoman to be involved inrunning theNewYorkYankees. JeanAftermanhasagreat senseofhumor, istoughbut nice, andhasgreat communication skills (sheused to teachEnglishbeforeshebecamealawyer).Asanagentforplayers,shehelpedbringthefirstbaseballplayerfromJapan'smajorleaguetoanAmericanbigleagueclub.Nowshe'sinchargeofinternationalbrandexpansionfortheYankees...andshegetsgreatseatsatthegames.InherlettersheaddressesagoldennuggetofadviceshereadinTheDiaryofAnneFrank.

JeanAfterman is only the thirdwoman to hold her current position inMajorLeague Baseball. Prior to joining the Yankees, she provided athleticrepresentationandmanagementwithaspecializationinarbitrationproceedings.From1994to1ggg,shewasgeneralcounselatKDNSports,Inc.,andhandledbusinessandlegalaffairsforinternationalbaseballclients.

THEFINALFORMINGOFYOURCHARACTER

Mymother'smotheremigratedfromRigaandcametotheUnitedStatesinabout1905.Inherseventies,shealreadyspokefourlanguageswhenshedecidedthatshewantedtolearnSpanish.AndshedidsheattendedclassesandpracticedwithSpanish speakers around her. The lesson for me was, and is, that educationshouldnevercease,nomatterwhatageorwhereyouare.Andtherearelessonstobehadnotonlyinformaleducation,butineverythingyoudo.

When I was fourteen years old, I was attending a terrific school, withinspirationalteacherswereadthecurriculumthatwasgenerallybeingreadatthetime(andIbelieveisstillsomewhatthesame).OneofthebookswasTheDiaryofAnneFrank, and I rememberonequote inparticular abouthowchildrenareresponsiblefortheirownupbringing.Theaccuratequote,whenIlookedonlinerecently, is". . .allchildrenmust lookafter theirownupbringing.Parentscanonlygivegoodadviceandputthemontherightpaths,butthefinalformingofaperson'scharacterliesintheirownhands."

IwasfortunatethatIwasraisedatatimeandaplaceandbyparentswhoweretaughtbytheirparents,andwhothereaftertaughtme,tobeblindtodifferencesingender, race,andcolor; that,givenagoodeducation, Iamtheequalofanyman(ifnotbetter),andthatifinapositiontomakeadifference,Ishouldmakeone.

NoteveryoneisasluckyasIam,withparentswhobelievedintheirchildrenandensuredthatwewereallgivenagreateducation,bothinschoolandathomethey "putme on the right path " asAnne Frankwould say. I know that. ThegreatestlessonIlearnedfromthem,Ibelieve,isthatyoulearnfromothersandfrom your own experiences, strive for excellence in all things, and takeresponsibility for your own actions.When you fail, and you will (I certainlyhavehadmyshareoffailures),learnfromthemandmoveon.Thefinalformingofyourcharacterdoeslieinyourownhands.Weareallfortunatethat,givenagoodeducation, therearemanypaths to followandmanyof themare, in fact,"right."

Iwillshareonefinalquote.Gandhisaid,"Youmustbethechangeyouwishtoseeintheworld."Iemphasize:bethechange.

RENAISSANCEPEOPLE

CKEATIvE DIRECTOR,RICHEMONT

GiampieroBodinonotonlydesigns the interiorsofall theDunhill showroomsworldwide,healsodesignstheirnewfashions,maintainingtheirtrademarklogoandmakingtheDunhillnameanupscale,classbrandworldwide.Herehegivesussomegreatadviceaboutinvestingourcreativeenergy.

GiampieroBodinohashadanextensivecareer in thedesign industry,workingwithmajor luxury and fashion houses, includingBulgari,Gucci,Versace, andSwa-rovski. His association with the Richemont began in 19go. He has beeninvolvedinthedesignofwatches,jewelry,accessories,andwritinginstruments.In February 2002 Bodino became creative director for Richemont and a keycontributor to the Strategic Product and Communication Committee. He wassubsequently appointed Cartier creative director, and in February 2004 hebecamegroupartdirectorandamemberoftheBoardofRichemont.

BEGENEROUSWITHYOURCREATIVITY

Myadvice toyoungpeoplewhowant toget to the topof thedesignworld isthis:Spend thesameamountofenergyonall the thingsyoudesign,nomatterhow important the project is. So whether the product is small or is veryimportant,begenerouswithyourcreativity.Ithinkgenerosityisveryimportantin all designwork. So young peoplewho get the chance to design somethingshould do the best that they possibly can, nomatterwhat they are designing.Thisisasimplerule,butIthinkit'sveryimportant.

CHAIRMANANDCHIEFEXECUTIVE

OFFICER,THEVANGUARDGROUP

How does a quiet, laid-back executive get to run one of the world's largestinvestment management companies? He just has fun controlling money andfiguringoutwheretoputitformaximumreturn.Andhedoesprettywell!JohnJ.Brennan's letter contains somevaluable advice: Find an organizationwhosevaluesmatchyourown,andthenenrichyourexperiencewithinthatorganizationbytakingonavarietyofassignments.

AfterearninganABineconomicsatDartmouthCol-lege,JohnJ.Brennanbeganhis career in 1976 as an associate at the New York Bank for Savings. Aftertaking time tocompletehisMBAatHarvardBusinessSchool,he joinedS.C.Johnson&Sonasaplanningassociate.TwoyearslaterhemovedtoVanguard,eventuallybecomingpresidentin1989,CEOin1996,andchairmanin1998.

VALUESMATCHANDADVENTUROUSNESS

The first thing to do is look for a values match: What's important to anorganization, and what's important to you? That values match is the mostimportantcontributor to job satisfactionwhich, in turn, leads to job success inmy view. My other advice, which I tell people all the time, is to beadventuresome.SometimesyoungpeoplebecometoofocusedontryingtobeX,Y,orZ.Idon'tthinkyoucanknowthatinadvance.Everyexperienceyouhaveinteracting with clients, dealing with internal issues, working in finance,marketing, and so on builds you as an individual as you move through yourcareer.Therefore,ifyou'repartofanorganizationyouthinkveryhighlyof,andyou'reaskedtotakeonanassignment,doit.Aqualityorganizationwillspendahuge amount of time to make you successful. To constrain your potential bybeing toonarrowly focused is a hugemistake, andyet it's one Iwatchpeople

makefrequently.

CHAIRMANOFTHEBOARDOF

MANAGEMENT,WITTURHOLDINGGMBH

An excellent organizer with a German eye for detail, Stefan Rojahn choosesgreaterandgreaterresponsibilitiesandhasbeenverysuccessfulinhandlingeachone of them. His advice tackles exactly that idea taking on increasingresponsibilitiesisakeytoachievement.

A graduate of the TechnicalUniversity ofAachen (Germany)with amaster'sdegreefromCalifornia'sSanJoseStateUniversity,StefanRojahnwasappointedtotheboardofRPCGroupPlcinJanuary2006.Heischairmanoftheboardofmanagement of Wittur Holding GmbH, a global supplier of elevatorcomponents. Between 2003 and 2005 he was chairman of the board ofmanagementofDiirrAG.Previouslyheworkedformorethan20yearsfortheBoschGroup,leadingtoapositionontheboardofmanagement.

ASKFORGREATERRESPONSIBILITIES

First of all, you have to get a good education. That includes speaking otherlanguages,withEnglishbeingcustomaryforeveryoneinbusinesstoday.ThenIwouldrecommendtryingtogetresponsibilityassoonaspossible.

Ifyouaskforgreaterresponsibilities,youwillprobablyforgetaboutthejobyou are doingnow.Youhave to doyour jobwell, and thenother peoplewillrecognizehowyou'redoing.Andiftheyaregoodleadersthemselves,theywillpromoteyoutoleadershippositions.Everybodyneedsleaders.

EXECUTIVEVICEPRESIDENT

ANDCHIEFFINANCIALOFFICER,

VERIZONCOMMUNICATIONSINC.

DoreenA.Tobenisbrilliantwithfigures,whichiswhyshe'salsoontheboardsof theNewYorkTimes and JPMorganChase.Shegot tobevery smart at anearlyage,andsheexplainshowinthisletter.Ithastodowithlearningaboutallthecomponentpartsofyourorganization inorder tobestunderstand the innerworkingsandpotentialoutcomesofstrategy.

DoreenA.Toben is executive vice president andCFO forVerizon, a positionshehasheldsinceAprilzooz.Priortohercurrentassignment,TobenwasseniorvicepresidentandCFOforVerizon'sdomesticTelcomgroup.Tobenbeganhercareerin1983atAT&Tintreasury.In2006Tobenwasnamedoneof the"50Most Powerful Women in Business" by Fortune magazine; her fourthconsecutiveyearonthelist.

BROADENYOUROUTLOOK

Thereareallkindsofopportunitiesavailableforwomeninbusiness,justasthereareformen, ifyouarewilling toput in theeffortand take therightapproach.Youheara lotabouthowsuccessrequireshardworkanddedicationandthat'strueenough.ButI'malsoafirmbelieverthatintegrityandhonestyarecriticalinachievingandmaintainingsuccess.

ThebestbusinessadviceIeverreceivedwassomethingIlearnedearlyinmycareer,andthatwastotrydifferentpartsofthebusiness.Istartedoutinfinanceandstrategy,butthenImanagedfieldoperationsandtookmarketingjobs.Itook

jobs that helped me understand about technology and managing people. Thisbroadenedmyoutlookandbrought to lifeall thenumbersandall thestrategy,andthatmadeallthedifference.

WORKINGWITHOTHERS

PRESIDENTAND

CHIEFEXECUTIVE0FFICER,NEWYORKCITYPARTNERSHIP

Aclosefriendandadviser toalmosteveryother importantnameinNewYorkCity, Kathryn S. Wylde has made partnering between companies and thegovernmentessentialtothehealthoftheBigAppleanditseconomy.Andit'stheideaofpartnershipthatsheexploresinherletter.

KathrynS.WyldeispresidentandCEOofthePartnershipforNewYorkCity,anonprofit organization of the city's business leaders established by DavidRockefellerin1979.ThePartnershipisdedicatedtomaintainingNewYorkCityasacenterofworldcommerce,finance,andinnovation.Shehasplayedamajorroleincreatingpioneeringinitiativesinaffordablehousingatthelocal,state,andnational levels. An internationally known expert in housing, economicdevelopment, and urban policy, Wylde serves on a number of boards andadvisorygroups.

PARTNERSHIPSTHATCHANGETHEWORLD

Asindividualsmostofusstartoutfeelingpowerlesstomakeadifferenceintheworld. We define the boundaries of what we hope to accomplish in life toonarrowly,intermsofourowneducationalattainment,careerladder,andfamilyaspirations.Thosewhoareopentobiggerdreams,however,soonfindthatonepersoncanleavealegacythatisbiggerthantheirownpersonalfootprint.Whatdoesittake?Confidenceinourselvesandourvalues.Aclearvisionofwhatwehopetoaccomplish.Trustinotherpeoplewhosharethevisionandwanttojointogethertopursuethesameobjectives.Thesearethequalitiesofleadershipthat

alloweachindividualtoleveragetheirsmalltalentsandenergiesinpartnershipsthatchangetheworld.

CHAIRMAN AND CHIEFExECUTIVId

OFFICER,ERNST&YOUNG

Aman of integrity leading a firm that is built on trust and honesty, James S.Turley is a leader in the Boy Scouts and a crusader for women's issues. Inadditionheisaverygoodaccountant.Turleyoffersusthreeimportantqualitiesingoodleadersandthencloseswithafourthanditrhymeswithaptitude.

James S. Turley is chairman and CEO of Ernst & Young, a leading globalprofessional services organization providing audit, risk advisory, tax, andtransactionservices.Overthelasttwenty-eightyears,Turleyhasheldaseriesofleadershippositions throughoutErnst&Young.Throughouthis career, hehasactivelysupportednumerouscivic,cultural,andbusinessorganizations.Heisonthe board of directors for Boy Scouts of America, Catalyst, and the NationalCorporateTheaterFund.He isalsoamemberof theBusinessRoundtableandTransatlanticBusinessDialog.

INTEGRITY,RESPECT,ANDTEAMING

EverynowandthenIamaskedbyournewestemployeespeoplewhohavejustgraduated fromuniversitieswhat advice I could give them as they begin theircareers.

Forme, this isoneof the toughestquestions toanswerbecausewemustallfindourownpathstosuccess.Butnopathwillleadtosuccessifwedon'tliveour lives, both in our "work life" and our personal life, with a strongcommitmenttointegrity,respectandteaming.

Integrity is the bedrock upon which all else is built. Without a solidfoundationofintegrityanysuccesswillultimatelycrumble.

Respectofothersisessential:thosewhothinklikeyouandthosewhodon't;those who look like you and those who don't; those with whom you sharecommon personal characteristics such as gender, race, nationality or sexualorientationandthosewithwhomyouhavenosuchsimilarities.Youwillneverearntherespectofothersunlesstheyfeelyourrespectfirst.Andanysuccessoneachievesintheabsenceofrespectisshallowindeed.

And finally, a commitment to teaming is fundamental.Noone succeeds forvery long on his or her own. Virtually every successful person I have metbusiness leader, academic, politician, volunteer, parent, entrepreneur-hasrecognizedthatsuccessistheproductofourentireteamworkingtogetherforacommongoal.

But at the end of the day, an important contributor to all three of thesecharacteristics is a person's attitude. We all have different skills, differenttraining, different aptitude.But attitude ismuchmore important than aptitude.Bethekindofpersonwhoaddsairandlife toaroomwhentheyenternot thekindwhoremovesthesethings.Therightattitude,andtherightcommitmenttointegrity,respect,andteaming,willtakeyouaverylongway.

CHAIRMAN, CHEUNG KONG(HOLDINGS)LIMITEDANDHUTCHISONWHAMPOA

LIMITED

He'scalledtherichestmaninAsiaandoneofthelargestlandholdersinChina.LiKa-shing is shrewd and knows almost everybody and he knows them verywell.Healsoknowsthatgreatadviceoftencomesinasmallpackage.

Li Ka-shing is chairman of Cheung Kong (Holdings) Limited and HutchisonWhampoa Limited. In 1950, he started Cheung Kong Industries. Frommanufacturing plastics, Li led and developed his company into a leading realestate investment company in Hong Kong. He continued to expand CheungKong by acquiring Hutchison Whampoa and Hongkong Electric HoldingsLimited. The Times in the United Kingdom and Ernst & Young UK jointlynamedLithe"EntrepreneuroftheMillennium"attheturnofthecentury.LialsofoundedShantouUniversity in1981 inShantou,China, toengineer reforms inChina'seducationsystem.

FAIRNESS

Fairness and fair-mindedness-this is the win-win attitude for success in thebusinessoflife.

CHAIRMAN AND CHIEFEXECUTIVE0FFICER,DUPONT

Hespenthislifeinthechemicalindustryandisamild-manneredworkerbehindthe scenes. CharlesO.Holliday Jr. shuns the spotlight but has built the giantDuPont into an even bigger giant. In his letter he makes it clear that gettingthingsdoneandnotclamoringforcreditarekeystosuccess.

A licensed professional engineer, Charles O. Holliday Jr. is the eighteenthexecutive in more than Zoo years to lead DuPont. In 2004 he was elected amemberof theNationalAcademyofEngineering.Hebecamechairmanof theBusinessRoundtable'sTaskForceforEnvironment,Technology,andEconomythesameyear.HollidayisalsopastchairmanoftheWorldBusinessCouncilforSustainableDevelopment (WBCSD), theBusinessCouncil, and theSocietyofChemicalIndustryAmericanSection.

NOTABEAUTYCONTEST

Focusondeterminingwhat themost importantwork is foryou, thensetaboutachievingyourgoals.Makesureyoudeliverresults.Thisisnotabeautycontest,itisaboutdeliveringresults,andyouhavetoworktowardthat.Don'tevertakethecredit,andyoushouldrarelyletpeoplegiveyouthecredit.Youshouldgiveeverybodyelsethecredit,becausepeoplecanseewhogetswhatdone.

I started out as a summer student at DuPont, and I thought that mywholeDuPontcareerwouldbethreemonthslong.Ithoughtitwaswonderful,becauseIwasmaking twice asmuchmoney as I had evermade before. I had an air-

conditioned office. However, I didn't want a career with DuPont, because Ithought Iwasgoing toworkwithmydad. Idecided togetasmuchdoneas Ipossiblycouldinthosethreemonths.Everydaywasprecious,andIhadsomuchfun. So I hadmy three-month career, got a lot done, and had fun and then Istartedover.

REGIONALVICEPRESIDENT

ANDGENERALMANAGER,THEPENINSULAHOTELS

Thereareonlyalimitednumberofwomenwhoruntheworld'sfinesthotelsandwhohaveearnedthename"hotelier."ThePeninsulainChicagohasoneofthegreatexperts,MariaRazumich-Zec,andsheknowsthehotelbusiness inall itsaspects better than most of her colleagues. As regional vice president andgeneralmanagerforPeninsulaHotels,she'sanunusualanddelightfullady.Thefocus of her ten points of advice to us is our development of positiverelationshipswithfamily,friends,andcolleagues.

MariaRazumich-Zec assumedher current postwithPeninsulaHotels in2007,afterservingasgeneralmanagerof thePeninsulaChicagosince2002.Prior tojoiningtheproperty,sheservedasmanagingdirectorandthenhotelmanagerattheNewYorkPalaceHotel.

YOURREPUTATIONANDINTEGRITYAREEVERYTHING

ThroughoutmylifeIhavebeeninspiredbymyfamily,friends,andcolleagues.Thefollowingaresomeoftheprinciplesthathaveguidedmeinmycareerandlife:

1. Your reputation and integrity are everything. Follow through on whatyousayyou'regoingtodo.Yourcredibilitycanonlybebuiltovertime,anditisbuiltfromthehistoryofyourwordsandactions.

2. Respond to people in a timely matter; this shows respect andresponsibility.

3.Be nice and treat all individualswith respect, nomatterwhat place orpositiontheyhold.

4.Takeonadditionalresponsibilitywhereverandwheneverpossible.

5.Dressandactforthepositionyouaspiretohave;soonotherswillseeyouinthatroleandthepromotionwillfollow.

6.Approachsituationswithanopenmind.Havenoexpectations,butratherabundantexpectancy.

7.Listen toyourgut. If something internally feels rightor feelswrong toyou,itprobablyis,solistentoyourinnervoice.Askquestionsofyourselfandbetruetoyourself.Knowwhoyouareandwhatyouwant,andletthismantraguideyouthroughyourlife.

8.Haveempathyforothers.Tohavecompassionishumanandhumbling.

9.It'simportanttogivebacktothecommunityinwhichyouliveandwork.

10.AttitudeisEVERYTHING.Bepositive,optimistic,engaging,spirited.You'llreaptherewardstenfold.

CHAIRMAN, PRESIDENT, ANDCHIEF

EXECUTIVE OFFICER, ETHANALLEN

Farooq Kathwari has built Ethan Allen into one of the largest furnituremanufacturers in the world and into a brand that sells furniture for everypurpose.He'soriginallyfromKashmirandmadeitbig inBigTown.Kathwariexplains that leadersmust practice and espouse the qualities and changes theywanttosee.AndhegivesusEthanAllen'stenleadershipprinciples.

FarooqKathwarihasbeenpresidentofEthanAllenInteriorsInc.,since1985andchairman andCEO since 1988. In 1989he formed a group to purchaseEthanAllenandtookthecompanypublicin1993.UnderKathwari'sleadershipEthanAllen has been transformed into a leading vertically integrated interior designcompany.Kathwariservesonseveralnot-for-profitorganizations.

SHAPETHEDEBATE

Istronglybelieve that the responsibilityof leadership is toshape thedebate topracticeandproject therightattributeswhether inabusinessenterprise, inoursociety,andeveninourreligions.Iftheleadershipdoesnottaketheinitiativeofsetting the priorities and the debate, the vacuum is filled often with direconsequences.

The vacuum gets filled with people with louder voices and most extremeagendas, oftenwith projections of hate, oppression, intolerance, injustice, and

maintainingthestatusquo.

WhenItookchargeofEthanAlleninthemid-1980s,thecompanyneededamajor reinvention. The products were no longer relevant; the marketing andmanufacturing needed a major overhaul. Management at the company wascomfortablewith the status quo and felt therewas no need to change.A firstmajor step in reinvention is that a core leadership group needs to be formedwhichacceptsandembracestheneedforchangeandhelpsinshapingtheagendaandthedebatefortherestoftheorganization.InthecaseofEthanAllen,aboutsixteen years ago, I established a forty-member advisory group of our leadersknownfortheirleadershipquality,entrepreneurship,andrespectbytheirpeers.This group was key to helping transform Ethan Allen during the last fifteenyearsandhasplayedavitalroleinmarketingtheideasandtakingtheleadershipinitiative for change. I also believe it is the responsibility of leadership toestablishtheoverallenvironmentandguidelinesunderwhichtheenterprisewilloperate. In other words, every institution is defined by the culture that theleadershipcreates.

As we all know, much has been written about management and leadershipprinciples. Years ago I felt the need to establish our "guidelines" or"instructions" to our leaders in conducting their affairs.We call them "EthanAllen Leadership Principles," and they are available on our Web site,www.ethanalleninc.com.

The Ethan Allen Leadership Principles have helped us to create a uniqueculturewhichhasdevelopedahighlymotivated leadership teamwhich in timehas helped us to inspire the 10,000 associates that we have. Our LeadershipPrinciplesfocuson:

1.Leadership-Provideleadershipbyexample

2.AccessibilityBeaccessible, supportive,andrecognize thecontributionsofothers

3.CustomerFocusUnderstand that a leader's first responsibility is to thecustomer. Communicate this philosophy to all associates and encouragethemtomakecustomerservicetheirfirstpriority.

4.ExcellenceandInnovationHaveapassionforexcellenceandinnovation

5.Self-confidence-Havetheself-confidencetoempowerotherstodotheirbest

6.ChangeUnderstandthatchangemeansopportunityanddonotbeafraidofit

7.SpeedMaintainacompetitiveadvantagebyreactingtonewopportunitieswithspeed

8.HardWorkEstablishastandardofhardworkandpracticeitconsistently

9. PrioritizeEstablish priorities by clearly differentiating between the bigissuesandthesmallones

10. Justice Always make decisions fairly. Justice builds confidence andtrust,whichinturnencouragesmotivationandteamwork.

It is critically important for us that our leadership realize that the aboveprinciplesareattributesofsuccessforanindividualandabusinessenterprise.

FORMER CHAIRMAN,VOLKSWAGEN

Anexpertintheautomotivefield,BerndPischetsriederhelpedbuildBMWandthenwenttoVolkswagenandhelpedturnthecompanyaroundintowhatisnowthemostprofitableautomobilecompanyinEurope.He'sBavarian,sohe'sfilledwithcharmandenthusiasmandloveswhathedoes.AccordingtoPischetsrieder,listeningisalwaysmoreimportantthantalking,buttruelisteninginvolvesmorethanyoumaythink.

Bernd Pischetsrieder is the only person ever to head two separate major car-manufacturingcompanies.HebeganhiscareerwithBayerischeMotorenWerke(BMW)and spent the first twentyyears of his career designing, building, andassuring the quality of premium automobiles aimed at awealthy public.AfterjoiningVolkswagen inzooo, theengineer-turned-managerbegan tochange theimage cultivated by decades of lowest-common-denominator "people's car"advertising. Pischetsrieder pushed for the introduction of luxury lines into acompanythathadmadeitsreputationonbuildingsmallcarsforordinarypeople.

LISTENUP!

If therewereonemessageIwouldgivetoyoungpeople, itwouldbethat theyoftentalktoomuchanddonotlistenenough.Ofcourse,youngpeoplehavetheirownopinions,butonedoesn'tlearnbytalking.Oneonlylearnsbylistening.

Listening isnot just thephysical actionofhearing spokenwords.Onemustalso"listen"tothewordsofhistory,becausemuchcanbelearnedfromhistory:societal history, business history, and philosophical history. The way peoplerelatetoeachotherrarelychanges.Thespecificargumentsandweaponsmightbe different, but people are fundamentally the same as theywere 1,000 yearsago.

Attheendoftheday,educationismoreimportantthanskills.Peoplereceivealotoftrainingandlearnalotofskills,buttheylacktheessentialeducationtotrulysucceedasamemberofthissociety.Educationcountsformorethanskillsinbeingapartofoursociety.

One always learns more from one's failures than from one's successes.Therefore, the earlier one makes a mistake and learns the lesson from thatmistake,themorethatpersonwillbenefitfromthatexperience.Ican'trememberjust one instance in which I havemade a mistake, because there are just toomany.However,IdoknowthattheprincipalconflictsIhaveexperiencedhavealwayshadonesimplecause:miscommunication.

EitherIdidn'tunderstandwhatotherpeoplewanted,ortheydidn'tunderstandwhatIwanted.Theseconflictswerecausedbyalackofcommunicationandnotjust merely misunderstanding someone's words, but also misunderstanding aperson's intentions and the background from which someone has formed anopinion.Assuch,myonepieceofadvicetoyoungpeopleis:Don'ttalksomuch.Listenmore.

CHAIRMANANDCHIEF

EXECUTIVEOFFICER,

OGILVY&MATHERWORLDWIDE

Thechiefexecutiveofficerofoneoftheclassiestandmostimportantadvertisingagenciesintheworld,ShellyLazarusstillgetspersonallyinvolvedintheworkateverylevel.ShealsoadvisesthechiefexecutiveofficersofAmericanExpressand IBM, in addition to many others, who use her ideas to help make theircompaniesevenmoresuccessful. Inher letterLazarusexplainshowleadershipcanbedefinedashavingthecouragetobeyourself

ShellyLazarusjoinedOgilvy&MatherWorldwide,amultinationaladvertisingagency, in 1971, becoming president of its U.S. direct marketing business in1989.ShethenbecamepresidentofOgilvy&MatherNewYorkandpresidentofOgilvy&MatherNorthAmericabeforebecomingpresidentandCOOoftheworldwideagencyin1995,CEOin1996,andchairmanin1997.

"I'DRATHERASKFORFORGIVENESSTHANPERMISSION."

Ihaveoftenbeen invited to speakabout the topicof leadership.Theonly realauthorityIbringtothesubjectisexperience.Oneofthegreatthingsaboutmyjob is that I get to observe leaders across awide range of organizations.Andfromoverthirtyyearsofobserving,thefirstthingIwouldtellyouisthatthereisnoonewayofleading,nomagicformula,nosure-firelistof"todos."

Iwouldsuggesttoyouthatleadershipisanindividualpursuit.Andwhatthatindividualroutedemandsisthecouragetobeyourself.Leadershipdemandsthecourage to speak up; to ask hard questions; to say "no."Leaders don't just go

withtheflow.Theyarenotnecessarilypolite(althoughthereisalwaysa"niceway"tosayanything,Ihavefound).Theyarenotafraidtosaywhattheythinkand do what they think is right, even when it goes counter to conventionalthinkingor"orders"receivedfrommanagement.Oneofmyfavoritelinesis,"I'dratheraskforforgivenessthanpermission."Thisisnoteasy...butdefinitelyinyourcontrol.

Leaderstendtobepassionateaboutwhattheydo.Iurgeyoutodowhateverittakestogetyourselfinapositionwhereyoulovewhatyoudo,whereyoucareaboutwhatyoudo,whereyouwanttoinspireothers,buildgreatthings,dogreatdeeds.Onlythenwillyoufindtruefulfillment.Onlythenwillyoubeabrilliantleader.

CHAIRMANEMERITUS,

CITIGROUPINC.,NEWYORK

SanfordI.Weillbuiltmanyconglomerates,butthebiggestisCitigroup.NowhedevoteshislifetohiswifeandgoodcausesliketheWeillPavilionatNewYorkHospital.He'sputhisbillionstogoodworkforothers.Inhisopenlettertoourfuture leaders, Weill discusses a variety of issues, including the idea of"surfacing"one'smistakesandteamingwithotherstocorrectthem.

SanfordI.WeillischairmanemeritusofCitigroupInc.,havingretiredasCEOin2003,andaschairmanin2006.MostrecentlyPresidentBushaskedWeilltojoinfour other private-sector business leaders in heading up a nationwide effort toencourage private donations for relief and reconstruction in response to theOctober8,2005,SouthAsiaearthquake.

SURFACETHATMISTAKE

Myadvicetoyoungpeoplewouldstartwithrecommendingthattheynotbeintoomuchofahurryandthattheymakesurethattheyhaveagoodgroundinginthebasics.Also,havealittlediversityofinterest.BythatImean,don't justbeinterestedinthecommercialsideofwhatthey'redoing.Instead,thinkalittlebitaboutwhat they're learningwhile they'reon their fulltime job that canalsobeutilizedtogettheminvolved,atanearlyage,inanot-for-profitareathathelpsmakeourworldabetterplace.

Evenbeforetheyareverysuccessfulandhavealotofmoney,theycanstillbeveryphilanthropicbygivingoftheirtimeandtheirabilitiesandbydevelopingapassiontocareaboutthecommunityandtheworldthattheylivein.Theyshouldgetinvolvedinanorganizationthatisactiveinanareathatthey'reinterestedin-whetherthat'sthesocialservicesareaortheartsormedicineorsomethingelseand volunteer their time in that enterprise, because most of the not-for-profit

organizationsintheworldreallyhaveadearthoftalentandneedcontributionsoftalentfromthefor-profitside.Thiswillalsohelpthemintheircareers.

Toachievetheirgoals,theyshouldalwayskeepthrowingtheropeoutalittlebit further towardagoal that isunderstandableandachievable,andwhen theygetnear thatgoal, throwtheropeouta littlefurther.Believethat throughhardworktheycanmakealotofgoodthingshappen.

They should alsobewell prepared for opportunities thatmight arise. Inmyfield I reada lot about the financial industrymaybe just about everything thatwas written on it. I read about companies that I respected and thought weredoingwell,andItriedtounderstandwhytheyweredoingwell.Ialwayslookedatanenvironmentofchangebutasanopportunityratherthansomethingtofear.When things do change, the greatest opportunities are presented to thosewhounderstandwhatthatchangemeansbeforeothers.

Indealingwithadversity,theyshouldneverreallyfocusverylongonpeoplenottreatingthemright.Lotsofthingsthattheyhopewillhappen,won'thappen.Developtheabilitytorationalizethatwayinthebackgroundandbelievethatabetteropportunityisgoingtobearoundthecorneriftheykeeponworking.

Try towake up everymorning happy.Theymaynot go to bed every nighthappy,butthenextmorning,behappyandenthusiasticagain.Iftheywanttobealeader,theyshouldrealizethatpeoplelikefollowingandworkingwithpeoplewho are enthusiastic,whohave energy,whohave a passion forwhat theydo,andwhoaresomewhatrealisticintheirenthusiasm.

Sofirst,learnthebasics.Second,beateamplayer.Ithinkthosearethetwomostimportantthings.Third,don'tbegreedy.Iftheydotherightthing,usuallythe rewards follow. Fourth, create a balance to their lives, both with theirfamilies and with their contributions to society outside of what they do inbusiness. Finally, realize that mistakes are okay. If they do make a mistake,surfacethatmistakeanddon't tryandresolveitallbythemselves.Admitwhathappened and get the best help they can to resolve the situation. Most goodcompanies recognize that nobody's perfect and that people are going tomakemistakes. Nobody will make any great decisions unless they are in anenvironmentwheretheycanmakemistakes.Buttheysurfacethatmistake.

GLOIIAL VICE CHAIR, ERNST &YOUNG

Beth Brooke was a star collegiate athlete and credits the discipline of sportsteamwork for her success. She's global vice chair of one of the largestaccounting firms in theworld,which goes to show there'smuch to be gainedfrom competitive sports.Her advice is about using your platform, that uniqueperspectiveeachoneofushasandfromwhichwecanmakeourowndifferenceinthisworld.

Prior toassuminghercurrentpositionin2003,BethBrookeservedasnationaldirectoroftaxconsultingservicesforErnst&YoungintheUnitedStates.Shetemporarily left Ernst & Young in 1993 to join the Clinton Administration,where she was responsible for all taxpolicy matters related to insurance andmanaged care.Brooke also serves on the boards of the Partnership for PublicService, the White House Project, the Atlantic Council of the United States,Technoserve, the Committee for Economic Development, and the NationalWomen'sHallofFameAdvisoryCouncil.

USEYOURPLATFORM

Oneofthemostimportantthingsyoucando,regardlessofwhereyouareinlife,istomakeadifferenceintheworld.Everyoneofushasaplatform.Itmaybethejobyouhave;itmaybeyourroleinyourcommunityoreveninyourfamily.It changes over time and looks different for every individual, butwe all haveone.Useyourplatform-howeverlargeorsmall tomakeadifference.Speakupwhen a voice is needed. Reach out to those in need. Strive every day to beinvaluabletoothers.

As you navigate through life, listen and be responsive to theworld aroundyou.Focusonothers.Beopentodifferentperspectives.Otherpeoplemayhave

ideas,andoften timesyoumayhave resources.Livesare foreverchangedandgreat things accomplished when you look for ways to make a difference.Whateverpathyourlifetakes,gowhereyoucanmakeadifference.

WORKINGFOROTHERS

FORMER U.S. AMBASSADOR TOTHE

UNITED NATIONS AND VICECHAIRMAN,PERSEUS

He almost became secretary of state and may still. During his time as anambassador to theUnitedNations, he was a great conciliator between hostilenations and the United States Senate and the secretary general. RichardHolbrooke is exceptionally knowledgeable in foreign affairs as it affectsAsia.CitingJFK'sinauguralcalltothenation,hedescribestheroleweallmustplayinthepublicsphere.

VicechairmanofPerseus,RichardHolbrookeservedastheU.S.ambassadortotheUnitedNations,wherehewasalsoamemberofPresidentClinton'scabinet(1999-2ool). He was assistant secretary of state for Europe (1994-1996), andlater served as President Clinton's special envoy to Bosnia and Kosovo andspecial envoy to Cyprus. From 1993 to 1994 Holbrooke was the U.S.ambassadortoGermany.DuringtheCarterAdministration(1977-1981),hewasassistantsecretaryofstateforEastAsianandPacificAffairsandwasinchargeofU.S.relationswithChina.

TOPUBLICSERVICE

I entered government as a direct result of PresidentKennedy's inaugural call:Asknotwhatyourcountrycandoforyou,butwhatyoucandoforyourcountry.

In those days, that wasn't a sound bite or a cliche. It was a real, live call toaction.SoIenteredtheForeignService,inspiredbyKennedy,andthinkingthatpeople could make a difference. I still believe that is true, as frustrating asgovernmentservicecanbe.Ibelievethateverypersonshouldtrytogivepartofhis or her life to public service, whether in government or through localcommunityorganizationsornongovernmentalorganizations.Whetherpeopleareliberalorconservative,RepublicanorDemocrat,theyshouldtrytodosomethingbeyondtheirfamilylivesandtheirprofessionallives.Peopleshouldgivebacktosociety, if they can. I speakparticularly to thoseAmericanswhoare fortunateenoughtohavesomedegreeoffinancialcomfort.Theyaretheoneswhoshouldgivebackthemost.

DEPUTYSECRETARYOFSTATE,UNITEDSTATES

IfirstmetJohnD.NegropontewhenhewasambassadortothePhilippines,andhe'sworkedhiswayup tobecomeambassador to theUnitedNationsandnowdeputy secretary of state.He is one of themost knowledgeable figures in theUnitedStatesregardingforeignaffairsandgovernment.InhisletterNegroponteexpoundsonthemanybenefitsofalifeintheserviceofthecommongood.

From February 13, 2007, to the end of the Bush Administration, John D.Negroponte was the deputy secretary of state. Prior to this assignment,Negroponteservedasthefirstdirectorofnationalintelligence(2005-2007),U.S.ambassador to Iraq(2004-2005),andU.S. representative to theUnitedNations(200I-2004).

Among his prior assignments, Negroponte was ambassador to Honduras;deputy assistant secretary of state for Oceans and Fisheries and then for theBureau of East Asian and Pacific Affairs; national security adviser underReagan;ambassadortoMexico;andambassadortothePhilippines.

ALIFEINPUBLICSERVICE

Everyone has tomake up his or her ownmind, but I would think that 9/ 11woulddrivemoreandmoreyoungpeople intopublicservice, rather thankeepthemout.A career inpublic servicehas enabledme to live andworkon fourcontinents, study several languages, contribute to issues as diverse as ruraldevelopmentinAfricaandhelpingdemocracytakerootinCentralAmerica,andwakeupeverymorningknowingthattheissuesthatpreoccupymearetheissuesthat preoccupy the world. A life in public service is bigger than the public

servantI'lltellyouthat.Iwouldnothavetradedmytimeingovernmentforanyothercareer.

MEMBEROFTHEUNITEDSTATES

CONGRESSANDCHIEFDEPUTYWHIP

As a leading legislator on public policy for ethical, cutting-edge scientificresearch and as aCongressionalwhip,DianaDeGette knows the dedication ittakes to be successful in public service and how rewarding it can be. Duringmore than fifteen years in office, she hasworked to improveour lives. In herlettersheexplainsthebenefitsofacareeringovernment.

DianaDeGetteisinhersixthterminCongressastherepresentativeoftheFirstCongressionalDistrictofColorado.DeGette serves in theHouse leadershipaschiefdeputywhipand is cochairofboth thebipartisanProChoiceCaucusandtheCongressionalDiabetesCaucus.In2007shewasappointedvicechairoftheCommitteeonEnergyandCommerce,whichhaswide jurisdictionoverhealthcare,trade,technology,consumerprotection,andfoodsafetypolicyinCongress.She is also the chief architect of the Stem Cell Research Enhancement Act,whichpassedboththeHouseandSenate.

THEBENEFITOFCHANGINGLIVES

Asagirl Iwanted tobea lawyer,because I saw it asaway tohelppeople. Iwent to law school and became a public-interest lawyer helping people solvetheirlegalproblems.

After many years of practicing law, I realized that I could have a biggerimpactonpeople'slivesifIcouldwritethelawsthatwouldaffectthem.SoIranfortheColoradolegislatureandwaselected.IfoundthatIwasabletopositivelycontribute.AfterfouryearsIhadanopportunitytorunfortheU.S.Congress.Iwaselected,andamfinishingmysixthterm.

I can tellyou that,basedonmyexperience, there isnobetterway toaffectlives for the better. I have focused on social equality, improving health care,promotingmedicalresearch,andprotectingtheenvironment.

Whatever your interest iswhether science, public health,military affairs, ortheenvironmentyoucanimmerseyourselfandhaveafulfillingcareerthatalsohasthebenefitofchanginglives.Bestofluck.Youareourfutureleaders.

KINGOFTHAILAND

KingBhumibolAdulyadejexhibitsanappropriatelydistinguishedand"kingly"public facade, yet he remains a down-to-earth, warm, and kindly privateindividual-adevoutBuddhistwhoalsoappreciatesjazzandmakingshort-waveradiocontactwiththoseunawareofhistrueidentity.Heseeshimselfnotastheexaltedapexofthesocialpyramid,butratherasitsbase,believingthatitishisresponsibilitytosupportthepopulation'swelfare.Inhismessagehesuggeststhatanyonewhodreamsofbeingaleadershouldholdontoasimilarbelief.

His Majesty the King attended the Ecole Nouvelle de la Suisse Romande,ChaillysurLausanne,and later theGym-naseClassiqueCantonalofLausannewherehereceivedhisbacheliereslettresdiploma.Afterthesuddendeathofhiselderbrother,KingAnandaMahidol,in1946,theLawofSuccessionbestowedonhimtheThaiCrown.HisMajestywentbacktoSwitzerlandtostudypoliticalscienceandlawtopreparehimselfforgovernment.Hecompletedhiseducationintheearly1950sandreturnedhometoThailand.

THEPURESOUL

[Anyoneaspiringtobealeadermustrememberthat]thephrase"tobehuman"iseverything,andnothing.Onemustbehuman.Thismeans thatonemustknowthat everything which one does as Head of State, or as soldiers, or asinterviewers, or as photographers, must have a reason. One must always behuman,butatthesametimeonemaybeinhuman.Tobehumanisimportant,butonemustalsobeinhumanwhenoneisinthisposition,orinanyhighposition.Onemust dowork in superhumanways.Onemust do it.Onemustmake thethingsthatarebestforthenationorfellowhumans.Ifwedothingsthatarebestfor fellow humans, then it will be better for us, since we have achievedsomething.Weareheretobehuman,tomakemoneysothatwehavemoneytospend, and tomake a goodname for ourselves so thatwe are praised.But all

this,ifwehavemoney,wewillspendit,andintheendwewilllosethemoney.Whatisleftisthepuresoul.Thatiswhatwemustattainthepuresoul.Butifwearetoattainthepuresoul,wemustgive.Givingoftheheartandthefeelingisonereasonwhyleaders,iftheyareinahighposition,shouldnotthinkthattheirhighpositionhasbeenearnedbyhardworkalone.Yes, it hasbeenearnedbyhardwork.Butnotonlythat:Thepositionhastobemaintained.Thiswillleadtoamoresatisfyingfeelingforthesoul.Thatisthereasonwhytheleadersoftheworldshoulddothattheyshouldgivemoreandtakeless.

CLAIMING YOUR PLACE IN THEWORLD

FORMERGROUPCHIEFEXECUTIVE

OFFICER,BRITISHPETROLEUM

Agentlebutstrong-willedexecutivetitanwhobuiltBritishPetroleum(BP)intoa major world brand, Lord E. John P. Browne expanded the company fromenergy producer to an organization dedicated to the environmental health ofplanet Earth. In his letter he suggests that you create areas of expertise bybecomingexcellentatonethingatatimeandlearninghowtobouncebackfromfailure.

LordE.JohnP.BrownebeganworkingforBPinAlaska'sPrudhoeBayasanengineeronapipeline.By1989BPwas the largestpetroleumproducer in theUnitedStates,andin1995BrownewasmadeCEO,forhelpingtostabilizethecompany. In a 1997 speech at Stanford University Browne declared thatevidence suggested that global warming could be real, and he soonmade thetermgreen a fundamental part ofBP's operations.Not only committingBP toproducing cleaner fuels and cleaningup its productionwaste,BrownebroughtBPintothebusinessofcreatingalternativesourcesofenergy.

BUILDASTRONGCORE

My first advice to anyone is to become really good at one thing.Don't try toascend to generality before you've become fabulously successful at oneundertaking.Buildastrongcore,whateveryou'redoing.Andindoingso,makesuretoestablishprinciplesagainstwhichtomeasureyourself.

Masteringonethingseemstometobethesinglemostimportantcareermove,yetit'sverydifficulttopersuadepeopletodoso.IcontinuallylookatpeopleatBP and say, for example: "Become a great petroleumengineer first, and don'tgive up halfway through. After you've done that, do something else." Or:"You'vejoinedusasacomptroller.Becomeagreatcomptrollerfirst.Thenafter

you've done that, you can apply your expertise in other directions."You can'tbuild on nothing; you need a core. That's the bit of career advice I give toabsolutelyeverybody.

Whetherasituation ispersonalorbusinessrelated,youhave tohavecertainstandardsandvaluesyoubelievein,whichyoucanrelyuponwheneverythingaroundyouisn'tgoingwell.Personally,Ihavethedeterminedbeliefthatthebestisyettocome.Ibelieveveryfirmlyinthat.IfIdidn'tbelieveit,I'dhavetostopgoingforward.

Inthecaseoffailure,whatdoyoudotomakethingsbetter?Theanswerisn'ttogobackwardandperhapsavoidallriskinthefuture.Rather,theansweristosay:"Okay.Thisisthesituation.I'mgoingtofigureouthowtoremedymatters,becausethebestisyettocome."Iwasveryclosetomylatemother,whodiedfour years ago and wasmy best friend. Her death affectedme greatly. But Idecidedthat,ifthebestisyettocome,thenIshouldmakesurethatmyclosestfriendsweresecuredtoserveasasurrogatefamily.Andthat'sjustwhatIdid.Ididn'tsay:"Woeisme.WhatamIgoingtodo?"Itookaveryfirmandpositiveapproachtomeetthefuture.

CHIEFEXECUTIVEOFFICER,

THE ROYAL OPERA HOUSE,LONDON

TonyHallholdsthedualroleofrunningtheRoyalOperaHouseinLondonandraisingfundstocontinuemakingtheRoyalOperaHouseoneofthefinestintheworld. Previously in the television/news business, his contacts have provenvaluable in helping all kinds of music stay alive in London and the UnitedKingdom. Here he suggests that by engaging in different experiences testingthingsoutyouwilllearnwhatroleyoucanplaysuccessfullywithinyourdesiredfield.

Tony Hall joined the Royal Opera House from the BBC, where he had beendirectorofBBCNews,thebiggestnewsorganizationintheworld.AfterjoiningtheRoyalOperaHouse,HallsetupROH2,adepartmentdevotedtosupportingnew artists and developing new audiences. Since then, Hall has set up newinitiativestowidenaccesstotheOperaHouse.

MANYDIFFERENTROLES

Seewhatworkandwhatexperienceyoucanget.Atcollegeoruniversity,playandtrythingsouttoseewhatyou'regoodat.Manypeopleloveoperaandballet,butfindoutthat,unfortunately,theywillnotbeasingeroradancer.However,therearemanydifferentrolestheycanfilltocontributetowardthoseartforms.Andyouwillonlydiscoverthoserolesanddiscoverwhereyourrealtalentliesbyworkingintheseareasandlearningaboutthem.Don'tgiveup.

FORMER CURATOR,METROPOLITAN

MUSEUMOFART,NEWYORK

Alegendinthefieldofart,ThomasHovingisnobody'sfoolandhasalwayssaidexactlywhathemeans,likeitornot.Nowheisconsideredthegrandoldmanofart,probablytheworld'sgreatestexpertonmedievalworks.Althoughspecifictotheartworld,Hoving'slettercontainssageadviceonlookingwithinanyfieldforarolethatisingreatdemand.

ThomasHoving,formerdirectoroftheMetropolitanMuseumofArt,alsoservedaseditorofConnossieurandculturalcorrespondentforABC's20/20.Theauthorof fifteen books, including the bestsellers Making the Mummies Dance andTutankhamun,theUntoldStory,helivesinNewYorkCity.

EVERYBODYWANTSYOU

WhenIwasakidabouttoentergraduateschool,Iasked,"WhatdoIneedtobeaprofessional inarthistory?"Aprofessor replied, "Independent income."Andthat probably still is a factor. If Iwere to do it again, Iwould not go into arthistory.Iwouldgointoconservation.Everybodywantsyou.It'sextraordinarilyexciting.Everybodywantsthingsfixedorrepairedorkeptupforhistory.You'llnevernothaveajob.Theexcitementofdiscoveryisintense,andthefieldisnotallthatcrowdedyet.Iwouldgointoconservation,justlikethat!

NONEXECUTIVECHAIRMANOFTHE

BOARD,ALLEN&COMPANY

He is probably one of the most influential business leaders in America.Responsible alongwith RobertoGoizueta for the great success of Coca-Cola,DonaldR.KeoughwasinstrumentalintheacquisitionofColumbiaPicturesandcountlessotherbusinessdeals.He'sanIrishmanwithatwinkleinhiseye,agreatsense of humor, and somany friends he can't count them. In anecdotal form,Keough illustrates how thedecisionover how to invest one's energy canhaveprofoundeffects.

FormorethanfiveyearsDonaldR.KeoughhasbeennonexecutivechairmanoftheboardofAllen&CompanyIncorporated,aprivatelyheld investment firm,and nonexecutive chairman of the board of Allen & Company LLC, aninvestment-banking firm. He is also a director of the Coca-Cola Company,BerkshireHathawayInc.,ConveraCorporation,andIAC/InterActiveCorp.

ALITTLEDECISION

Lifehasthosespecialmomentsthatatthetimeseemrelativelyunimportantbutprovetobehighlysignificant.

Mylifetookatotallydifferentdirectionbecausemymotherencouragedmetorethinkalittledecisionatagefourteen.

IntheorientationsessiononmyfirstdayasahighschoolfreshmaninSiouxCity, Iowa, Iwasgiven theopportunity todecidewhat extracurricular activityinterested me. There was a long list of possibilities from which to choose. Isignedupfortumbling(jumpingonatrampoline).WhenIcamehomethatday,my mother looked over the list and asked what activity I had chosen.

"Tumbling,"Ireplied.Mymotherlookedoverthelist,raisedhereyes,andsaid,"Doyouwanttospendmuchofyourlifejumpingupanddown?"Ireplied,"No,Mother."Shesaid,"Youareright,let'schoosedebating,"andIdid.

The rest of my life I have done very little jumping and a lot of debating.Thanks,Mother!

MEMBEROFTHEBOARD,ROCKEFELLERFINANCIALSERVICES

DavidRockefellerJr.'sfatherwaschairmanoftheChaseBank.Asthesurvivingson among five Rockefeller brothers, his father is carrying on the familytradition,notonlyininvestingtheRockefellerfinances,butalsointhefamily'scharitable causes,which are immense and not often publicized. Following hisfirst piece of advice about finding your true interests,Rockefeller Jr. gives ussomekeystoleadingfulfillinglives.

DavidRockefellerJr., isadirectorandformerchairmanofRockefeller&Co.,and has been an active participant in the areas of environment, philanthropy,arts, and public education. Rockefeller is vice chair emeritus of the NationalPark Foundation; the former chair of the North American NominatingCommittee for the Praemium Imperiale, the Japanese prize for outstandinginternational achievement in the arts; a trustee of theMuseumofModernArtandtheAsianCulturalCouncil;andafellowoftheAmericanAcademyofArtsandSciences.

DIGIN

First,findoutwhatreallyinterestsyouinlife,andthendiginanddiscoveralotaboutit.Becomeanexpertor,atleast,becomeverywellinformed.Asmuchasit is economically possible, follow the things you really care about in life andworkwithpeopleyoulike.Trytocraftacareeroralifepaththatismeaningful,andthentheenergywillflownaturally.Ifyouonlydothethingsyouthinkyouought todo, itwillalwaysbeastruggle togetup in themorning.However, ifyouhaveagreatproject thatyou lovewhether it'syourgarden,yourchildren,yourbusiness,oryoursportyouwon'thavetroublegettingup.Sofollowyour

passion.Godeep,workhard,andalwaysbeopen to learning.Theworld is sointerestingandsofullofinformationaboutpeople,nature,andthemechanicsofthings.Neverstoplearning.

Also, remember that we all get down sometimes, so make good friends,because friends support you and they probablywon't be downwhen you are.Don'tbeshyaboutgoingtothemforsupport,andthey'llalsocometoyou.

CHAIRMAN AND MANAGINGDIRECTOR,

D.W.C. TANG DEVELOPMENTLIMITED

Sir David Tang is a leader in many fields, and even talked Fidel Castro intogivinghimthecigarconcessionforallofAsia.He'sknownasoneofthemostpersonableandcharmingcharactersinHongKongandhasaRolodexoffriendsalmostcomparabletoDavidRockefellerSr.'s.Nomatterthecourseyoutakeinlife,accordingtoTang,youshouldstrivetoexcelinacertainniche.Becometheleaderinthatrealm.

Born in Hong Kong, Sir David Tang received his education in Hong Kong,Cambridge, London, andBeijing. In addition to his responsibilities atD.W.C.TangDevelopment,heisthefounderandchairmanoftheChinaClubsinHongKong,Peking,Singapore, andLondon; theShanghaiTangDepartmentStores;andthePacificCigarCo.HewasmadeanOfficeroftheBritishEmpirein1997andChevalierdeL'OrdredesArtsetdesLettres(France)in1995.

AKINGINEVERYJOB

The best advice I can give anyone young is that they must always remainfocusedandtheymustjustgetonwithwhatevertheywanttodoanddoitwell.It is important toexcel inwhateveryoudo,however lowly the job.There isaChinesesaying:"Thereisakingineveryjob."Thesecretisthatbeingthekinginonejobmakesiteasierforyoutobecomeakinginanotherjob.Andneverkidyourself that just because you are determined, good with people, good at

analysis,diligent, sensible, responsible, andhard-working,youarequalified tobeemployed.Thesearemerelytheminimumrequirements.Youshouldalwayslookforanichesomewhereothershavenotbeenorsomethingothershavenotdone.Andmostimportantofall,stoptalkingandmakeastart.

PRESIDENTANDCHIEFEXECUTIVE

OFFICER,LOEwSCORPORATION

LoewsCorporationownshotels,sports teams,andwatchcompanies,andJamesS.Tischoverseesthemall.Heisajugglinggeniuswithsomegreatadviceaboutroadslesstraveled.Justbecauseitseemsthatthemostremunerativejobsareinacertain sectorof the economy, suchasWallStreet, doesnotmeanyou shouldjumpintothatparticularfray.AsTischwrites,andashelivesinhisroleasthehead of Loews, all businesses and organizations are interdependent, and yourchanceatsuccessmaybesomewhereoffthebeatenpath.

James S. Tisch has been with Loews Corporation since 1977, serving as adirector since 1986, president since 1994, andCEO sinceJanuary 1999.He isalso chairmanof theboardofDiamondOffshoreDrilling Inc.Tisch serves aschairmanoftheboardofEducationalBroadcastingCorporationandheservesontheboardofdirectorsofCNAFinancialCorporation.

GOAGAINSTTHEGRAIN

Iwouldadvisetheleadersoftomorrowthattherearelotsofbusinessesouttherethat need really good, smartmanagers. Inmy view that requires people to goagainstthegraintodowhateverybodyelseisn'tdoing.AsIsaid,rightnowthebest and the brightest are going intoWall Street and hedge funds. But I tellyoungpeople, "If you're talented andambitious, go elsewhere, because then itwillbeeasier togetahead."It is important toremember that thoseWallStreetpaper andmoney shufflers actually have to shuffle something, andwhat theyshuffleareAmericanbusinesses.Weneedgood,high-qualitypeopletorunandgrowthosebusinesses.SoIsay,"Ifyou'reoneofthosepeople,yourvaluewillbeseenandyouwill,Ithink,haveamorefulfillingandremunerativecareerin

businessthanyouwouldhavehadonWallStreet."

FOCUS/DEDICATION

PRESIDENT,

HENRY KAUFMAN & COMPANY,INC.

HenryKaufmanwasthoughtofas"Dr.Gloom"whenhewasanadvisertoWallStreet. He's still an adviser and still sought after to predict the future of theeconomy,andit'samazinghowrightheusuallyis.Inhisletterhesuggeststhatevenifittakesten-hourdaysofstudyortwelve-hourworkdays,youmustfollowthroughcompletelytoachievesuccess.

Henry Kaufman has been president of Henry Kaufman & Company, Inc., aninvestmentmanagementandeconomicandfinancialconsultingfirm,since1g88.Fortheprevioustwenty-sixyears,hewaswithSalomonBrothersInc.,wherehewasamanagingdirector,memberoftheExecutiveCommittee,andinchargeofSalomon'sfourresearchdepartments.Hewasalsoavicechairmanoftheparentcompany,SalomonInc.

PERSISTENCE

ItwasverydifficultwhenIwasgrowingup,but Iwasveryfortunate.Firstofall,therehastobeawillingnesstopersistandtoworktowardwhereyouwanttogoandwhatyouwanttodo,andyouhavetosetupprioritiesearlyon,asyou'removing from the university life to business life. Persistence is a very criticalissue, and if itmeans studying tenhours a day, itmeans studying tenhours aday. If itmeansworking twelvehoursaday, itmeansworking twelvehoursaday.Thatreallyisnumberone.Also,ofcourse,itgoeswithoutsayingthatyoushouldgetasstronganeducationasyoupossiblycan.That'sveryimportantin

this environment.Next, in terms of craftsmanship, learn how to verbalize andlearnhowtowritereasonablywell,becausewesellourselvesbyspeaking,andtomethatisprobablymoreimportantthanwriting,althoughwealsolearnhowto express ourselves in writing. Knowing how to verbalize is critical. I can'tstressthatenough,particularlyforpeoplewhograduatewithMBAdegreesandsoon.Next,Ithinkyouwouldbeveryfortunatetofindsomeonewhowillgiveyouobjectiveadviceasyoumovealonginyourcareer.Iknowallofthesethingshavehelpedmeovertime.

COMMISSIONER,

SomesayRaymondW.Kelly is thebestpolicecommissionerNewYorkCityhas had in the last fifty years. Mayor Bloomberg says so, and Kelly iscompletelydevoted tohis cops and to serving thepublic.Someeven thinkhewouldmakeagreatmayor.A formermarine,Kellygivesus theprincipleshelearnedintheCorps,principlesthatleadvisionariestosuccess.

RaymondW.KellyisthefirstpersontoserveascommissioneroftheNewYorkCity Police Department for two separate tenures. He was formerly seniormanaging director of global corporate security at Bear, Stearns & Co. Inc.BeforethatheservedascommissioneroftheU.S.CustomsService.From1996to 1998, he was undersecretary for enforcement at the U.S. TreasuryDepartment. Kelly spent thirty-one years in the New York City PoliceDepartment,servingintwenty-fivedifferentcommands.AcombatveteranoftheVietnamWar,heretiredasacolonelfromtheMarineCorpsReservesafterthirtyyearsofservice.

DEVOTEYOURSELFTOTALLY

Just about everything I have learned about leadership I learned in theMarineCorps.AtafairlyyoungageIlearnedafewbasictenetsandprinciplesthatIuseeveryday.

Youneed tohave a certain amountof discipline andknowledge aboutyourjob.So focusonyour job and learn itwell. I also think it's necessary to haveintegrityandenthusiasm. Ifyoudon't likewhatyou'redoing,youmightneversucceedandyou'recertainlynotgoing tobehappy. Ifyoufindsomethingyoulikedoing,you'lldoitwell.

Ihavegivenacoupleofgraduationspeeches,andIalwayssaythatmoneyis

overrated.I'venevermadeadecisionbasedonmoney,andI'veneverregrettedit. So don't make a decision based on money. America has enoughmoneymakers.Weneedvisionariesandpeoplewithprinciples.It'snicetohavemoney,butifit'syoursolemotivation,you'remissingsomething.

Somyadvicetoyoungpeopleis:Feelyourwayaround,findsomethingyoureallylikedoing,anddevoteyourselftoittotally.Thatcourseofactionwillleadtosuccess.

1988NOBELPRIZELAUREATE

IN PHYSICS AND DIRECTOREMERITUS,

FERMINATIONALACCELERATOR

LABORATORY

You have to be a genius of some kind to get a Nobel Prize, and Leon M.Ledermanhasthattitle.HealsohasoneofthegreatestheadsofhairamongallNobel laureates. Yet, neither great hair nor talent alone, he explains, leads tosuccess.

Leon M. Lederman earned his master's and Ph.D. in physics at ColumbiaUniversity. Lederman remained at Columbia following his studies for nearlythirty years. In 1963 he proposed the idea that eventually became the FermiNationalAccelerator Laboratory inBatavia, Illinois. The 1988Nobel Prize inPhysicswas awarded toLederman and his old partners,Melvin Schwartz andJack Steinberger for "transforming the ghostly neutrino into an active tool ofresearch."In1989LedermansteppeddownasdirectorofFermilabandassumedthe title "director emeritus." Today he is Pritzker Professor of Physics at theIllinoisInstituteofTechnology.

TOTALOBSESSIVEDEDICATION

Mygreatest challengewas to succeed inmychosenprofessionandpassionof

researchinphysicsgivenlimitedintellectualcapabilities.

Thisisnotatallmodestyorhumility.Itisacleanrecognition,verifiedbythemediocregradesreceived inmiddle,highschool,andcollegeandsecondedbyintimatecontactwithcreativephysicistsasteachersandcolleagues.Onewouldnot expect a B (sometimes B+) student to make important discoveries inelementaryparticlephysics.

Theprocessof"overcoming"suchaformidablehandicapinvolvedmuchhardwork,totalobsessivededication,luck,andafewsparksofimagination.

I'RESIDENT,DEKARESEARCH

Dean Kamen is an inventor with a wry personality that, I suppose, mostinventorsmusthave.Somecallhimagenius,andsomesayhe'salittlehardtoget alongwith.He's probably both.Here he gives us some tough-love adviceaboutwhattodowithone'stime.

DeanKamenis thepresidentofDEKAResearch&DevelopmentCorporation.As an inventor, physicist, and entrepreneur, he has dedicated his life todeveloping technologies thathelppeople leadbetter lives.Someofhisnotablebreakthrough medical devices include the HomeChoice® portable dialysismachine,marketed byBaxterHealthcare, and the Independence IBOTO' 4000MobilitySystem,asophisticatedmobilityaiddevelopedforJohnson&Johnson.Kamen is also widely recognized as the inventor of the Segway® HumanTransporter.HeisamemberoftheNationalAcademyofEngineeringandwasinductedintotheNationalInventorsHallofFamein2005.

YOUMAKETHECHOICE

Figure out what's important to you. Adults can help you do that, becausepresumablyadultshavegoodjudgmenttodeterminewhatisimportantandwhatisnotimportant,whatistrueandwhatisfalse,whatisaworthypursuitandwhatis amere distraction. Society owes kids a roadmap that shows themwhat isimportant.

That said, learning is a very personal thing.You have to learn byworking,reading,rereading,andsweating.Youcanwatchfootballorbasketballallday,but theonlywayyou'll get better at a sport is byworking at it.Likewise, theonlywayyourmindwillimproveisifyouworkatit.Nobodyelsecandothatfor you, and nobody else can be blamed if you don't work hard enough toachieve that. I would tell kids this cold, hard reality: You can't blame yourparents, teachers, or government for anything. Don't look in the mirror and

whine.Youeithermakethechoicetospendeachdaywisely,preparingyourselffor the future, or you don't. EveryAmerican kid has access to books. So youdon'thaveacomputer!Soyoudon'thaveothertools!Spareme!Successishardtoachieve,anditcanbefrustrating,butit'sworthit.

Ultimately you make the choice, and in the end, you either pay for yourchoicesorreaptherewardsofyourchoices.WhenIvisitschoolsItellkidsthat'swhat'sgreataboutAmerica:Youmake thechoice.Youcanhaveagood time,butifyoudothatattheexpenseofyourfuture,you'llpayforit.It'syourchoice.Ofcourse,certainpastimesarefun,andkidsshouldspendtimeplayingsportsorentertainingthemselvesotherwise.Thesearethingsthatareimportanttous,ourculture, our countries, and ourworld. If you can't have a little fun, youwon'thavemuchofalifeandtheworldcouldendupbeingaprettyunpleasantplace.

CHAIRMAN,PRESIDENT,

ANDCHIEFEXECUTIVE0FFICER,LEFRAKORGANIZATION

RichardS.LeFrakhas spent a lifetime in the real estatebusiness.TheLeFrakOrganizationownssomanybuildingsinalltheboroughsofNewYorkCity,thatheisknownas"themostsuccessfulquietlandlord."YoumayreadandhearalotaboutDonaldTrump,butLeFrakresidesbehindthecurtain,bringingintonsofmoney.InhisletterLeFrakdiscussesepiphanies,howsofewofusareblessedwithwhollyoriginalones,andhowmostofusthereforeachievesuccessthroughcompletededicationtoourgoals.

Richard S. LeFrak is president, chairman, and CEO of LeFrak Organization,which his grandfather founded in igoi. The Organization is active in majorresidentialandcommercialrealestatedevelopment,oilandgasexploration,andfinancialinvestments.

FORLACKOFANEPIPHANY

I thinkWoodyAllenputa line inoneofhismovies that said,"Youknow,90percentoflifeisjustshowingup."Iliketorecallthatphrasewhentalkingaboutpeople'scareersandtheirworkethics,becausemostofusarenotblessedwithhavinganepiphany.Someofusdohave thecreativity tobeoriginal,butwithmost of us, it's just about how much effort we put into what we do. Andthereforemyadvice isstayfocusedonyourobjectives,whatever theymaybe.Stick with your objectives that always seems to be a very good formula forachievingyourgoals.

The world that twenty-year-olds today are coming into is far morecomplicated and difficult than the world I came into. They're coming into aglobal society, a global economy, a global marketplace and they're notcompeting with the person next door; they're competing with the world.Thereforetheyhavetobejustthatmuchbetter,becausetheglobalcommunityisnowthebestandthebrightestithaseverbeen.Thecompetitionisn'tjustintheUnited States. It's in the United States, Europe, Asia in fact, it's all over thisplanet. Soyou've got to be thatmuchbetter thanwewere to succeed.On theotherhand,thedigitalageisgivingeveryonetremendousopportunitiesandnewwaysofcommunicating.Thatisallwonderfulstuff.

SCULPTOR,STRICOFFGALLERY

GaryMirabellegainedfamebysculptinglife-sizefiguresdressedinrealclothes.Theyarestartling.Nowhehasbranchedoutintoaseriesofbronzeminiatures,andhe'sbeguntakingphotographsthatareasaweinspiringashissculptures.InhisletterMirabelleexplainshowartcanbesoveryunrewardingfinancially.Butif it'sa laborof love,andyoudedicateyourself to it fully, thebenefitsof thatlaborwillcome.Andthat'ssomewisdomthatappliestoanyfield.

Afterformalarttraining,GaryMirabellemodeledtoyprototypesfromclayandworkedasaheadsculptor foranarchitectural restorationfirm.Ontheside,heproducedrealisticspecialeffectsforlow-budgetfeaturefilms.Mirabelle'sworkhasbeenlabeledasphoto-realismorevenhyperrealism.Yetit ishisemotionalinsights andwry, satiricalwit that setshisworkapart fromothers.Mirabelle'ssculptures are modeled from clay, then cast in resin. Working as a full-timesculptorinhisTribecastudiofulfillshislifelongdream.

ABSURDLYDEDICATED

Iwould advise any young person that, if you think you're going tomake anymoneyinthefinearts,theoddsarestackedagainstyou.You'reprobablygoingtohavetosupportyourselfwithadifferentkindofjob.Iwasfortunateenoughtoworkasasculptorforotherpeopleforyears.Andthenwasabletomakesomeconnections,andmakethetransitiontobeingafineartistonmyown.Butyouneedanelementofluckandgoodtiming.Youhavetodevelopyourskillsandyou have to be absurdly dedicated to it. A lot of times there is a great costinvolved. Ididnot reallystartmakinganymoneyasanartistuntil Iwas fortyyearsold.Thatwasalongtimetowait,eventhoughIhadalotofeducation.Inanyotherfield,Iprobablywouldhavebeenoffandrunningbythenwithagoodincome.Soyouhavetoreallyloveit.Themoneyalmosthastobeasecondarypartofwhyyoudoit.Ifitcomes,great.Butifitdoesn't,ithastobealaborof

love.

Iwould strongly recommend that youget good training.Youdon't have to,butIthinktogetyourfoundationestablished,agoodarteducationisveryvalid.Afteryouaretrained,youcangotoworkforanotherartistorworkinabusinesswhereyourskillsasanartistwillbetapped.Obviously,ifyouwanttocomeoutasapainter,youdon'twanttogoworkinanormalbusinessoffice.Butifyoucango toworkasagraphicartist for amagazineor as somethingwhereyourskillsareatleastbeingtappedinto,Ithinkthat'smoreofthewaytogo.Trytokeepitasrelatedtoyourfieldasyoucan,thenkeeppushing.

Yourgoalistogetintothegalleries.Putyourworktogether.It takesalongtimetoputabodyofworktogether.You'vegottobeunique.Youhavetostandout,andyouhavetopush.Youhavetobeaggressive.Thereareartistsouttherewhodo itonsheer, incredible,awesome talent,and thereareotherartistswhomake it on sheer hustle. Some people are brilliant at promoting themselves.That's their skill, and they can create a niche and just go with it. A lot ofcontemporaryartistsdothatnow.Somearejustincrediblygood.Youseetheirworkandgetblownawaybyit.

You may have runs where you're not selling well. You may lose somegalleries.Youmaylosesomecommissions.Butit'salwaysaboutthework.Theworkisalwaysthere.Justturnandcreatesomemoreart.That'sreallywhatit'sabout.EvenbeforeIhadmyownstudio,whenIwasyoung,itwasalwaysaboutgoing into a roomeven if itwere abedroom inmyapartment andputtingoutstuff.IwasalwaysthinkinganddreamingaboutwhatIwantedtosculpt.Soit'salwaysabouttheartwork.Andthere'salwaysawaytodoit.Workwithinyourrealm,withwhatyouhave.Ifyoucan'taffordabigspace,thenworkinasmallspace.

Also, always follow your real interests. From the beginning I alwaysdeveloped myself as a classical artist, but I always loved doing humoroussculpture.Iguessit'sjustpartofthepopcultureIgrewupin.Intheearly1990s,IsawartistslikeRedGrooms,whocreatedcomicrealism,andDwayneHanson,whocreatedhyperrealism.Ilovedtheirworkandknewitwasstillawide-openfield back then. I saw this niche that I could develop in life-size figures thatnobody was doing. My work was in between those two artists -a sort of ahyperrealistic,sculptedpieceasopposedtoabodycast,butnotquiteascartoonyasaRedGrooms.Thiswasawholemiddlegroundthathadyettobeexplored.

So it just seemed likeavery logical thing todevelop,andobviously itwas. Itjust took off It kind of surprisedme. It started offwith small realistic figureswithsomeHalloweenmakeup,andone thing just led toanother.And thenextthingIknew,Ihadsortoffallenintosomething.

MENTORSANDROLEMODELS

CHIEFEXECUTIVEOFFICER,

CHAIRMAN,ANDDIRECTOR,DEUTSCHEBANK

JosefAckermannhaschangedthedirectionofDeutscheBankfromagenerallyGermanbanktoaninternationalfinancialinstitution.Hehasdoneitwithquietdiplomacyandstrongcharacter.Inhisadvicetous,herecommendsthatintheface of challenges, distractions, and changes, we use mentors and the act ofmentoringotherstohelpusstayfocused.

JosefAckermannservesasCEOofDeutscheBankAGandhasbeenchairmanof its Management Board since February i, 2006. Before taking over hisresponsibilities at Deutsche Bank, he worked for Credit Suisse. AckermannbecamerenownedatDeutscheBankforshiftingthestyleofmanagementfromaconventional mode to one that focused on the needs of shareholders and oninternational expansion. He has become one of the most powerful men inGermany'sfinancialindustry.

STAYFOCUSED

Stay focused on your goals. Learn from criticism, but do not let it distract orslowyou down.Look for amentorwho can guide you through decisions andchangesandshifts instrategicdirection.Beamentor ifyoucan.Findacareerthat is in line with your interests, abilities, and work ethic, and success willfollow.

SENIOR SCIENTIST, NATIONAL CEN'PERFORATMOSPHERICRESEARCH

Science and engineering arehis fields, andnowhe's a senior scientist.With awealth of knowledge about the equations, formulae, and theories within hisfields, Warren M. Washington also has a wealth of knowledge about thePioneerswithinhisfields.Thisknowledgeaboutthegreatcontributorsofone'schosenpath,Washingtonexplains,cangiveyoumodelsforsuccess.

WarrenM.Washington is a senior scientist and head of the Climate ChangeResearchSectionintheClimateandGlobalDynamicsDivisionattheNationalCenterforAtmosphericResearch(NCAR).HeheldtheofficeofpresidentoftheAmerican Meteorological Society (AMS) in 1994 and was past president in1995.InMay1995hewasappointedbyPresidentClintontoasix-yeartermonthe National Science Board, which helps oversee the National ScienceFoundationandadvises theExecutiveBranchandCongresson science-relatedmatters.HechairedtheBoardfrom2002to2oo6.

NationalCenterforAtmosphericResearch

Climate Change Research Section • Climate and Global Dynamics Division

READABOUTTHELIVESOFGREATCONTRIBUTORS

The greatest challenge that I had to overcome was to convince myself that Icouldbecomeascientist.Therearemanygreatmenandwomenofscience,andasayoungboyIdidnotknowifthatwaspossibleforme.IwasgreatlyhelpedbyreadingstoriesaboutfamousscientistsandengineerssuchasAlbertEinsteinandGeorgeWashingtonCarver.Readingthesestoriesshowedmethatmanyofthemcame fromordinary families and that theyhadnormal childhoods.Also,many of them had difficult times, sometimes with school. They all showed

desireforhardworkandattimeshadtoovercomepersonalchallenges.

My suggestion to young people is that not only should they read about thehistoryofscienceandengineering,buttheyshouldreadaboutthelivesofthosewhohavemadecontributionstothesefields.

CHAIRMANOFTHEBOARD

OFEXECUTIVEDIRECTORS,BASF

Chairmanofoneoftheworld'slargestchemicalcompanies,JurgenHambrechtisunimposingbutinspirationalandisreorganizingthecompanywithconcernforenvironmentalprotection.InhisletterHambrechtemphasizestheimportantrolementorscanplayinyourgrowth.

Jurgen Hambrecht is the CEO and member of the Board of Management ofBASF.HehasbeenamemberoftheSupervisoryBoardofBilfingerBerger(aconstruction company) in Mannheim, Germany, since 2000 and has beenpresidentoftheGermanChemicalIndustryAssociationsince2003.HebecameheadofResearchandPurchasingatLackeandFarbeninMunster,Gemany(nowBASFCoatings) in 1985; president of Engineering Plastics Division in 199o;andpresidentofEastAsiadivisionbasedinHongKongin1995.HambrechthasbeenamemberoftheBoardofDirectorssince1997andchairmanoftheBoardofExecutiveDirectorsofBASFAktiengesellschaftsinceMay2003.

SOMEBODYTOHELP

Thefirstthingisthatyouhavetohaveavisionofyourown,andthenyouneedtoworkhardtobecomeoneofthebest.Youneedtobeamongthebestinorderto reallygrow.Sometimes it'sdifficult todo thatonyourown.Youmayneedsomebodytohelpanddirectyou,likeamentor.IalwayshadpeoplewithwhomIcouldtalk.Sometimesyoumayrunalittlebittoofastinonedirection,whichmaynotbetherightwaytogo.Amentorcanhelpyoubeself-critical,whichIthinkisthemostimportantthing.Andyouneedtohavebothfeetontheground.

CHAIRMAN,GRAY&COMPANY

Heisprobablytheworld'sforemostpublicrelationsexpertandalthoughretiredstill counsels a small number of corporations and leaders.As secretary of theEisenhower Cabinet, Robert Keith Gray established contacts that are stillrunninggovernmentstoday.AmidthehumorofGray'sletterliesgreatadvicetoheedthevirtuesandexpectationsyourparentsofferyou.

ACabinetmember in theEisenhowerAdministration,RobertKeithGray tookGray & Company public, and later became worldwide chairman of Hill andKnowlton. Gray served as national communications director for the Reagan-Bushcampaignandbecameco-chairmanofReagan'sInauguralCommittee.HehasanMBAfromHarvardandhasbeenawardedfourhonorarydoctorates.

YOURMOTHER'SEXPECTATIONS

MygreatestchallengethegreatestchallengeforanyoneborninthelastcenturytoaMidwestmotherhasbeentomeetparentalexpectations.

Farm-statemothersexpectyoutobehonest,upright,loyal,patriotic;inshort,topossessallthegoodvirtuesandtoliveyourlifeintheirdemonstration.Theytakeasagivenyouwillnotlitter.Theyknowyouwillsearchfortheownersoffoundgoods.Theyexpectyoutoreturnshoppingcartstothemall.

Theyalsoassumeyouwillstrivetoachieveinwhateverfieldyouchose.Whatson of theMidwest did not hear his mother say, "We expect great things ofyou"?Andshemeanttobetakenliterallyandnottoexpecthertobesurprisedwhenthebignewscame.

Italyonce flatteredmewith its highest honor.Mymother, alongwith some200 includinga former first lady,attended theceremony.Otherscongratulatedmeaftertheambassadorhadhungtheberibbonedmedalaroundmyneck.

Mymother'sonlycomment,"Iwishtheribbonhadbeenblue."Aspiretomeetyourmother'sexpectations.Theyalwayswillbehigherthanyourown.

PRESIDENTEMERITUSANDUNIVERSITY

PROFESSOROFPUBLICSERVICE,THEGEORGEWASHINGTONUNIVERSITY

TheGeorgeWashingtonUniversityinWashington,D.C.,hasmorefutureworldleadersgoingthroughitshallsandStephenJoelTrachtenberg'sofficethanmostotherschools.Hisconcernforintegrity,expressedhereinhisletter,evencrossesintothecoursesthatprofessorsteachathisuniversity.

StephenJoelTrachtenbergservedforthirtyyearsasauniversitypresident.HeisnowpresidentemeritusanduniversityprofessorofpublicserviceattheGeorgeWashingtonUniversity,whereheteachescoursesontheuniversitypresidencyinAmerica.HeisalsoanadvisertoKorn/FerryInternational,whereheishelpingtofindthenextgenerationofuniversityleadership.HismostrecentbookisBigManonCampus:AUniversityPresidentSpeaksOutOnHigherEducation.

INTEGRITY,BREDINTHEBONE

Any young person who asked me about integrity in business and the role ofleadershipinthebusinessworldwouldgetatwo-partanswerfromme.Thismayreflect the inescapable intellectual balancing act that goeson at anyuniversityand certainly goes onhere at theGeorgeWashingtonUniversity. "On the onehand," we say, "but on the other . . ." This is not, I hasten to assure you, aweakness in theAmericanacademy,butoneof itsglories.Simply, there isnopanacea,noonewaytomakeeverythingright.

Thefirstpartofmyansweraboutthefutureofintegrityandleadershipwouldbecynical,oratleastutterlypractical.Look,Iwouldsay,justlookatwhathas

beengoingonrecentlyinbusinesses.LookatthefinancialshenanigansatEnronandWorldComandArthurAndersen-and look atwhat their behavior has costthem. All of them are wrecked. Look at the behavior of some of the greatinvestmentfirms,whichhavehadtopaysubstantialfines.Look,Iwouldfinallysay, at the parade of civil and criminal suits already brought (and be ingcontemplated)againstsomanyleaders inbusiness.AndIwouldstress leaders,becausetheproblemsIhaveenumeratedandtheyareallquitefamiliar,evenpartof our folklore now were not the work of underlings in most cases, but ofleaders.

Somy cynical response, if it really is cynical,would be this:Look atwhathappenswhenyou lack integrity,whenyourbehavior isbad,whenyourgreedoverrulesyoursenseoffairplay,whenyourethicalsensegrowsdull.Youcangetcaughtand,asidefromruiningyourownlifeandcareer,lookatthedamageyoucandoothers.Itdoesn'tpay.

Thismaynotbethemostinspiringwaytogetpeopletothinkaboutintegrityandtheresponsibilitiesofleadership,butIimagineitisagoodwaytogettheirattention. I do not believe there was ever a Golden Age of business, wheneverybodydidtherightthingandnoonefeatheredhisownnestatahighcosttoothers, let alone to his own conscience. Bad things have just been morewidespreadormaybejustbetterandmorewidelyreportedinrecentyears,andIthinkit isworthtakingadvantageofthiswell-knownnewstoinstillasenseofshame.This is, I confess, anold-fashionedword,butweoftenpayat least lipservicetoold-fashionedvirtuesandmourntheirpassing.Oneofthethingsthat,inmy own youthful experience, undergirded old-fashioned virtuewas an old-fashioned fear that if Idid somethingwrongandwascaught, I'ddieof shameandsowouldmyparents.

There isalsothesecondside to theadviceIwouldgive, theoptimisticside.Americanbusinesshasbeentheadmirationoftheworldformorethanacentury.Ithasproducednewproductsandservices,ithascreatedemployment,andithascreated extraordinary wealth not just for the biggest stockholders, but for thenationasawhole.Businessisaworthyfieldfortheeffortsofbrightyoungmenand women. It is, moreover, a field that has an endless hunger for leadersbecausebusinessisconstantlyexpandingor,inperiodsofdownturn,expectstorecoverthroughexpansion.

Thus,businessneedsexpansiveleaders.Butbusinessalsoneedsleaderswho

appear trustworthy because they are trustworthy, leaders who will keep theirpromisestotheiremployees,stockholders,andcustomers.Toputitsimplyandas optimistically as I can -I would say that business needs leaders for whomintegrityisbuiltinorsecondnature,ifyouwill.IntegrityisnotaproductortheresultofacourseonthewaytoearninganMBA.Itisnotaveneerorapublicstance.Tothecontrary,itshouldbebredintheboneandbeasimportantinone'slifeasone'spubliclife;alwaysonandfunctioning,24/7.

Leaderswithsuchadeep-seatedsenseofintegritycould,Ibelieve,profoundlyand rather quickly help restore a great deal of the public's confidence inAmerican business.Good leaderswould also choose toworkwith otherswhohavethesamesenseof integrityor, failingsuchperfectrecruits,doeverythingtheycantoinstillthesamebeliefintheirrevocableimportanceofintegrity.

Thislastpointisimportant:Partofleadershipistheabilitytoteachformallyandbyexample.Aretheresuchyoungpeopleavailabletoday?Aretheyonthecampuses of America's colleges and universities? And are they thinking ofcareersinbusinessandespeciallyhopingforpositionsofleadership?Yestoallquestions.Arethereenoughofthem?Idon'tknowtheanswertothat.Ithinkithastobepartofanyuniversity'smissiontolookatthecharacterofitsstudentsand to encourage them to do the right thing. In other words, to increase thenumberofyoungmenandwomenforwhomintegrityisthenorm.

Thisisnoeasyjob,butneitheristeachingquantumphysicsorneurosurgery,both ofwhichwe do extremelywell. The questions "leaders" have raised aredifficultandofcoursethatiswhytheyhaveraisedthem.Butifdifficultywereaninsurmountableobstacle,therewouldbenouniversitiesandfewifanymenandwomen of any agewould bewilling to take on the burdens of leadership, nomatterhowgreattherewards.Butleadingalifeofintegrityandhonestyisnotanobstacle but an outlook. And I am, finally, optimistic enough to believe thatmanyyoungpeoplesharethatoutlookandthatmanymore,seeingtheirsuccess,willemulatethem.Integrity,Iwouldtellthem,doespay.

AFINALNOTEONREALSUCCESS

CHAIRMANANDCHIEF

EXECUTIVE0FFICER,1MG

ANDSENIORFOUNDINGPARTNER,

FORSTMANNLITTLE&COMPANY

TheodoreForstmann isabillionairewhohasbeen linked to themostbeautifulwomenintheworld,includingPrincessDiana.Hebuiltamajorinvestmentfirmandnowcontrolsoneof the largest talentcompanies in theworld, IMG.Heisshrewd,extremelyintelligent,and,surprisinglyforabillionaire,knownbymanyaround him as "Mr. Nice Guy." According to Forstmann, you should forgetaboutroadmapstoachievingfinancialwealth,becausethatkindofbountycanbetakenaway;instead,strivetowardwealthofyourmindandpersonality.

TheodoreForstmannisapioneeroftheinvestmentindustry,havingdevelopedanumberofinnovativemeanstodeliversuperiorreturnsforinvestors.

Also a committed philanthropist, Forstmann created the Children'sScholarshipFund in 1998, in collaborationwithWal-Mart's JohnWalton, andhasservedasadirectoroftheInternationalRescueCommittee.

REALWEALTHISNOTPHYSICAL

Iteachalotatdifferentbusinessschools,fromHarvardtoStanfordtoYale.Andbusinessschoolstudentsalwayswantamapforsuccess.I'msorrytotellyouthatifthereisamap,Idon'tknowwhatitis.ButIcantellyouthis:Realwealthisnot physical. Real wealth comes in the form of ideas. Physical wealth can

disappear; thegovernmentcan take itaway, terroristscan take itaway,andsoon.Metaphysicalwealthcannotbetakenaway,anditisthedriverforallofthegrowththattakesplaceintheworld.So,whenItalktokids,Isay,"Don'taskmehowtomakealotofmoney,becauseIdon'tevenknow."Idon'teventhinkthat'sa particularly worthwhile goal. Instead, be aware of the existence ofmetaphysicalwealth,orinotherwords,beawareofyourownthoughtprocess.Betruetoyourself,becauseyoudon'thaveanythingintheworldbutyourself.Loseyourself,andyou'llhavenothing.

ACKNOWLEDGMENTS

The dictionary says that appreciation is "the act of estimating the qualities ofpeopleandthings"it'sgratefulnessandgratitude.

AndIhavealottobegratefulforandalotofpeopletoappreciate.

I'veneverknownoneperson towrite a bookalone.There are editors, copyeditors, publishers, secretaries, assistants, colleagues, and also wives andchildrenwhohavesuggestions.

SoasIage,Iwanttogiveathankyoutothefollowing,allofwhomdeservevery much credit. And if they're happy with this mention, I'm available forlunch.

AtLEADERSmagazine:DarrellBrown,ourvicechairmanwhosearchedourarchivesforgems;DavidSchner,ourpresident,whoorganizedandgatheredthebest ofwhatwe printed; andGerardCobleigh, our vice president and generalmanager,whomadesurewhateveryonedidwascorrect,asperfectaspossible,andfilledwithspirit.

Atourpublisher:ScottWatrous,GaryKrebs,IngerForland,MichelleLewy,andespeciallyKeithWallman,whoisoneofthenicestpeopletoworkwith.Allof them are delightful people to know. They are a special breed. GeorgianaGoodwin'sdesignforthebookexudesclassandelegance.

Then at Abrams Artists Agency there is a human dynamo named MauraTeitelbaumwhoarrangedthispublishingventure,andherboss,HarryAbrams,asageaswell.

LastIgivealotofhugsandkissestoAlice,mywifeoffifty-oneyears;ourchildren,KaariandKristi;andourgrandchildren,ChelseaandLiliane.Theyaretheoneswhokeepthisoldheartpumping.

INDEX

ABOUTTHEAUTHOR

HenryO.Dormann,inadditiontohispositionwithLEADERSmagazine,istheeditor of The Speaker's Book of Quotations. Among his own numerousleadershiproles,hewasfounderandthefirstexecutivedirectoroftheLibraryofPresidentialPapers(nowtheCenterfortheStudyofthePresidency),andservedaspresidentoftheUnitedStatesTechnicalDevelopmentsCompany,adivisionofU.S.BanknoteCorporation.He divides his time betweenBath,NewYork,andNewYorkCity.

TableofContentsIntroductionLeadingOffwith"TheGreatest"Optimism/OvercomingChallengesigToBeorNotToBePresidentialAdviceLettersandNumbersPassionandJobSatisfactionAGlobalSummitiogGlobalizationWisdomInheritedRenaissancePeopleWorkingwithOthersWorkingforOthersClaimingYourPlaceIntheWorldFocus/DedicationMentorsandRoleModelsAFinalNoteonRealSuccessAcknowledgmentsIndex25oAbouttheAuthor

TableofContentsIntroductionLeadingOffwith"TheGreatest"Optimism/OvercomingChallengesigToBeorNotToBePresidentialAdviceLettersandNumbersPassionandJobSatisfactionAGlobalSummitiogGlobalizationWisdomInheritedRenaissancePeopleWorkingwithOthersWorkingforOthersClaimingYourPlaceIntheWorldFocus/DedicationMentorsandRoleModelsAFinalNoteonRealSuccessAcknowledgmentsIndex25oAbouttheAuthor