diff --git a/lessons_for_leaders.rst b/lessons_for_leaders.rst
index 56759f5..e37a8c3 100644
--- a/lessons_for_leaders.rst
+++ b/lessons_for_leaders.rst
@@ -244,23 +244,52 @@
 one that used to do such good work and now is late all the time?  You
 can't tell everyone he's dying of incurable cancer.  The big merger that
 will cause you to have to RIF 20% of the workforce?  You can't say a
-word.  Great leaders understand that lonliness is a cost of leadership.
+word.  Great leaders understand that loneliness is a cost of leadership.
 They balance it with other behaviors like mentoring and community outreach,
 but they never complain about the burden.  It goes with the territory.
 
-Great leaders are often lost.   I once had my boss tell me, "I feel so lost
-most of the time.  All these people depend on me and I often haven't got a glue."
-That's perfect!  It's exactly where you're supposed to be.  Remember that strategic mind?
-By the very definition of 
+It's worth noting that bad leaders crack under the pressure and start
+sharing these confidences with their inner circle to try and relieve
+the stress of it all.  When they do this, that reservoir of trust
+starts to drain pretty quickly.  If the CEO shares some personal
+matter about one of your peers with you, what confidence do you have
+that he won't share your details with someone else?
 
-Great Leaders Maintain Perspective
-++++++++++++++++++++++++++++++++++
+Great leaders are often lost.  I once had my boss tell me, "I feel so
+lost most of the time.  All these people depend on me and I often
+haven't got a clue."  That's perfect!  It's exactly where you're
+supposed to be.  Remember that strategic mind?  By the very definition
+of leading to new places, leaders *are* lost.  They're supposed to be.
+Great leaders embrace the fact that they're lost in the woods.  In
+fact, they'll tell you they are not remotely lost.  They're just
+exploring.
+
 
 Great Leaders Foster Constructive Argument
 ++++++++++++++++++++++++++++++++++++++++++
 
-Great Leaders Take Risks
-++++++++++++++++++++++++
+In my early career, the corporate culture was "We know what we're
+doing.  We have policies and processes.  Do as you're told."
+(Everyone chomped at the bit to become a manager so they could be the
+ones doing the telling.)  This central command and control model nearly
+obliterated a lot of top tier corporate brands in the next several
+decades.  A lot of bottom up intelligence wasn't making into
+the hands of the leadership.
+
+Great leaders encourage vigorous, constructive confrontation at all
+levels of the organization.  They see themselves as referees ensuring
+that these are fair and productive.  They intervene when the conflict
+becomes personal or otherwise unprofessional.  This is not to say that
+everyone gets a vote.  But confrontation with integrity creates a much
+larger marketplace of ideas from which to draw.
+
+This has another huge benefit.  When you watch people in a conflict
+of ideas *the next generation of leaders emerges*.  Great leaders
+are passionate.  "Put me in coach.  Give me the ball."  When you
+foster responsible organizational conflict, these people emerge
+naturally.
+
+
 
 Great Leaders Can Identify Bricks And Mortar
 ++++++++++++++++++++++++++++++++++++++++++++
@@ -268,6 +297,11 @@
 Great Leaders Share Success But Take The Blame
 ++++++++++++++++++++++++++++++++++++++++++++++
 
+Leadership is fundamentally about getting people to follow you as your
+make decisions over incomplete data.  You're asking the organization to
+take risk.
+
+
 Great Leaders Insipire People Beyond Their Boundaries
 +++++++++++++++++++++++++++++++++++++++++++++++++++++
 
@@ -300,7 +334,7 @@
 
 ::
 
-  $Id: lessons_for_leaders.rst,v 1.103 2015/03/06 22:25:18 tundra Exp $
+  $Id: lessons_for_leaders.rst,v 1.104 2015/03/06 22:41:47 tundra Exp $
 
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