It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. It’s uncomfortable to resist the urge to settle. When you identify the discomfort, you’ve found the place where a leader is needed.

Your first mistake might be assuming that people are rational.
Your second mistake could be assuming that people are eager for change.
And the marketer's third mistake is assuming that once someone knows things the way you know them, they will choose what you chose.

There’s not a lot to say about the Cul-de-Sac except to realize that it exists and to embrace the fact that when you find one, you need to get off it, fast. That’s because a dead end is keeping you from doing something else. The opportunity cost of investing your life in something that’s not going to get better is just too high.

The thermostat, on the other hand, manages to change the environment in sync with the outside world. Every organization needs at least one thermostat. These are leaders who can create change in response to the outside world, and do it consistently over time.

Finding security in mediocrity is an exhausting process. You can work only so many hours, fret only so much. Being a slightly better typist or a slightly faster coder is insufficient. You’re always looking over your shoulder, always trying to be a little less mediocre than the guy next to you. It wears you out.

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People don't believe what you tell them.
They rarely believe what you show them.
They often believe what their friends tell them.
They always believe what they tell themselves.
What leaders do: they give people stories they can tell themselves. Stories about the future and about the change.