3. It is better not to overpraise people for capable performance, but rather to think of capable performance as nothing special. Whether as a parent or leader, encouraging others to compete for your favorable recognition is a limiting tactic. It is best for a parent or a leader to provide an environment that allows people to do what they are best able to do in the best ways they can, and to help excellence become natural.

A sound leader concentrates on producing what is required, simplifying issues, providing well, but not overwell, for her people, and clearing their minds of prejudices and old habits that are not useful. The best leaders and parents perform these functions in an entertaining rather than a solemn way.

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4. No matter the conditions, an outstanding leader realizes that his interconnections with those he leads, those who lead him, and the situation with which he deals, are perfect.

A sound leader knows too that he ought not call those he leads from too far ahead, nor demand of them abruptly what they find too unfamiliar or uncomfortable to give. Ego and compulsion to control are enemies of sound leadership. Asserting your position by maligning opposition is of limited use. A loud assertion of your position and importance may be exhilarating, but it can freeze maneuverability.

Be cautious of the leader who shines too brilliantly. He may dazzle for a while but when his glitter fades those who have not illuminated their own paths will be left in the dark. A driving wind pushes what is before it only when it blows ceaselessly. It imparts none of its energy, but only exhausts both itself and the objects of its force. When it stops blowing what is before it stops moving. So it is with a driving leader.

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6. Young or old, beginner or master, there is still time to reach your best goal. You need only discover what it is and recognize the inexhaustible opportunities for its realization.

As the green sticks of nature give birth to buds that blossom into splendid flowers, so, contained within the most unexceptional occupation are the buds of excellence. They require only proficient nurturing to ripen.

What is ordinary and comfortable is the base from which the outstanding arises. After every exertion that meets the special requirements of crisis or golden opportunity, the ordinary and comfortable is the foundation to which each of us returns to spend most of our time. The sound leader does not neglect the apparently unexceptional. She understands that green sticks may bring forth the blossoms of prominent achievement.

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7. Though he understands his significance to himself, an outstanding leader is not an end to himself. He is available to the interests of others and requires no indemnifications.

Roles, policies, responsibilities and duties are like the rafters, joists and studs of a house. They provide a framework. Nevertheless, within a good framework some bad may be done. More important, within a bad framework some good may be done. The outstanding leader finds opportunity to serve within either framework, thus he never stops advancing.

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8. Whatever his hierarchical level, the sound leader stands as high within it as he can in what he does, and as low within it as he is able in terms of personal pride in his position and achievements. Large egos tend to high ambition and showy claims. They sort other people and conditions only as items favorable or unfavorable to themselves and their interests. Great prides trumpet great accomplishments and obscure great failures, rise on great euphorias and sink in great despondences. In all this tide of drama the pleasures of the ordinary are often lost.

The sound leader refines his ego to more moderate proportions. While he may lead through equally momentous events he travels his road more evenly. He pauses to engage his friendliness, spends attention on maintaining his straightforwardness and remembers to value the substance of both his own and others work. Insisting on no sorting of those for or against him, he himself is not so sorted.

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10. If you are a skilled planner, can you trust yourself without a plan? Can you trust your spontaneous self to carry you through? If you are able to control important events can you allow smaller ones to go their own way?

If you can lead courageously, can you follow humbly? If you can roar and charge forward like a tiger, can you wait patiently and nourish like a cow? Has your thirst for praise and recognition been sufficiently quenched for you to achieve significant deeds and allow the credit to flow to others? And all of these without exertion?

If you have these skills, generate them but do not cling to them, develop them but do not depend on them, lead them but do not compel them.

This is the way.