Before I served as a consultant to Kennedy, I had believed, like most academics, that the process of decision-making was largely intellectual and all one had to do was walk into the president’s office and convince him of the correctness of one’s view. This perspective I soon realized is as dangerously immature as it is widely held.
—Henry Kissinger, U.S. Secretary of State (1923–1974)
Why Should You?
Some people think all they need to do is put their heads down and deliver great results for success to come. Power and influence are touchy subjects for many because they are easily misinterpreted, misused, and abused— therefore, many avoid it. In some cultures, including in Latin America based on my experience, ...
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