I'm not sure where to start - this article is so timely in so many aspects. First, it speaks of the group doing something it considers very meaningful - something that will change the world. The funny thing is I was listening to The Future of Internet Business tonight on my way home - and every time I listen, I get something new out of it - and I came in the house and said to my husband, "you know, we talk about making a difference in the world - about how we really can change the world -and it's bigger than doing some giant thing, like finding the cure for cancer, it starts with something small that makes a difference in one person's life- that's how you make a difference out there long -term. It's like the example in the "Ant & the Elephant" - the first drop of blue color you put in a big bucket of water doesn't make a difference - water stays clear, but you keep adding enough drops of blue, and EVENTUALLY the whole bucket changes color." That's part of how I think the Team has and will make a difference and change the world - yes, it may be in something big and really noticeable (like FEBRUARY 10th!!) or it will be in the little ways we make a difference in other people's lives. In helping others see that if they make an investment in the development of their own minds and their own thinking, to serve others, many ways like that, those small drops will eventually turn the bucket blue! :) ( just like the difference Matt Franks made for that lady who works at Walmart - small gestures like that - gestures that can mean so much to someone else). And you speak of the notion that great leaders attract talent -and the importance of trust in a leader. I think these go hand in hand. They attract talent because of their conviction and the vision they cast - people are definitely attracted to a leader that smells like success, too. But, like he says in the interview, trust is a definite factor - if you feel manipulated or that a temper may turn on you, well, the attraction to the leader with vision kind of diminishes, doesn't it? We had an incident at work today where a group email was going back and forth between some pretty high level people in our company and myself. I was pretty much on the outside of the conversation, but as it developed (and involved some confidential and sensitive information being granted access to certain staff members) - one high - level leader basically kind of ripped into another high level leader in this group email - and I thought to myself, first of all, if you're going to correct or debate, do that in private - I don't need to "hear" him get chewed out, and secondly, and probably more important - I found myself thinking "I'm glad it wasn't me getting his anger aimed at me" - and it really does go down to trust, doesn't it? Here is someone who is truly a visionary leader, but he doesn't realize his blind size - how it hurts the internal relationships with a knee jerk reaction to a comment someone made, a question, really. And besides injuring the trust factor, it makes you less likely to step forward and say what might need to be said or to ask a question that clarifies, for fear it will be you next time. And that truly hampers growth of the organization. Orrin - have you thought about adding an option of where people could email one of these blog articles to a friend? Today's was very good and I would like too share it! Thank you, Ann