[MUSIC INTRO]
Now, we distinguished
two worlds.
Two worlds.
One world we called the
downward spiral.
The world of the downward
spiral, in which Toscanini was
conducting his orchestra.
The world of the downward
spiral is the world of
competition, competition in
which you might be energized,
but you might also
be demoralized.
The world of fear and pressure,
in which you might
be galvanized to great things,
and at the same time, you
might be paralyzed.
So the lines come down,
and they also go up.
It is the world in which
we live normal life.
The Art of Possibility, which
is the name of our book, is
the art of moving from
here to there.
And leadership is taking
people with you.
That's simply what it
is, this new view.
Now, central to this is
the notion of vision.
In the middle of this circle,
I'm going to put the word
"vision," because
that is crucial.
Now there's a great deal of
misunderstanding about vision.
If you go to the London Business
School, there is a
very large stone plaque, which
says, "Our vision is to be the
preeminent business school in
the world." I went to the
director and I said you know
that's not really a vision.
She said I know.
But it's written in stone.
So these two worlds are totally
different worlds.
Over here, we blame people, and
we find fault with them,
and we threaten them.
That's what happens over here.
Over here, we make apologies.
And apologies are
very powerful.
So if people don't do what you
want them to do, you can
always apologize to them.
That's very different from blame
and fault and threat,
which is what we do here.
See, these two worlds
are totally,
totally different worlds.
