Most people that derail as leaders in the corporate world, it's not because they couldn't do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would've been called the 'soft stuff.' You have to be authentic. You have to be dialed into the soft stuff.

Learning to celebrate success is a key component of learning how to win in the market.

I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.

You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.

The function of combat is not merely to perpetrate violence, but to perpetrate violence on command, instantaneously and reflexively. The function of the service academies is to prepare men for leadership positions where they may someday exercise that command.

There's a lot of fighters that pop up out of the blue that you never heard of. They just don't have the management or the promotion team or the spotlight, you know, to be seen. That's the ones you've gotta watch out for.

Being able to do lead roles in pictures or onstage or whatever it is that you're doing in acting is obviously what you strive for because you want to better yourself as an actor and you want to better yourself as a person as well. But that does come with a lot of responsibility and a great deal of weight.

When I wrote 'The West Wing,' the juice behind it was that in popular culture, our leaders in government are generally portrayed as Machiavellian, or as idiots. I thought, well, how about writing about a group of hyper-competent people?