diff --git a/lessons_for_leaders.rst b/lessons_for_leaders.rst
index e37a8c3..09216fd 100644
--- a/lessons_for_leaders.rst
+++ b/lessons_for_leaders.rst
@@ -286,27 +286,65 @@
 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.
+foster responsible organizational conflict, these people appear
+naturally because smart, driven people want to be part of the
+discussion.
 
 
 
 Great Leaders Can Identify Bricks And Mortar
 ++++++++++++++++++++++++++++++++++++++++++++
 
+There are generally two kinds of people in any organization.  Some
+people are "bricks".  They are the foundation upon which the
+organization is built.  They are the day-to-day workers who get their
+jobs done well with a minumum of delay or drama.  Like bricks, they
+are durable, they are dependable, and they require minimal
+maintenance.
+
+Then there are the "mortar" employees.  They hold things together.
+Mortar employees are organizational glue.  They cross corporate boundaries
+effortlessly.  They move both across and up- and down the org chart.
+They are every command and control manager's worst nightmare.  A good
+part of the time, you have no idea what they're actually doing.
+Like mortar in a wall, there are far fewer of these than bricks and
+can be much higher maintenance.
+
+Great leaders can identify these kinds of people instinctively.  They
+groom the bricks for more and more execution responsibility.  They
+cling to the mortar as the next generation of leadership. Great
+leaders invest especially heavily in their mortar employees.  They
+mentor them, they push their boundaries, and they place higher demands
+upon them.  Usually, mortar folks are given leadership long before
+they're ready for it ... but that's exactly what they thrive on.
+
+
 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.
+make decisions over incomplete data.  You're asking the organization
+to take risk with you.  Since great leaders have that reservoir of
+trust, they get to ask for this and they usually get it.
+
+When the risk pays off, *great leaders shine the light on their
+people, not themselves.*.  "We took a risk, and YOU people made it pay
+off."  One of the signs of a great leader is their language.  They use
+the word "we" a lot.  Lousy leaders say "I" when explaining their
+organization's successes.  Oh, and that integrity thing?  People can
+spot insincere gladhanding in a heartbeat.  When a great leader says
+"Good Job!", people warm to it.  When an insincere corporate drone
+does it, people snicker behind their backs.
+
+When risk taking fails, great leaders take the blame.  They do not
+yell at their people, they do not scream, they do not curse.  They sit
+down with their teams and ask "Why did this fail?  What can we learn
+from this? What should we do differently next time?"  Great leaders
+understand that failure can be a prelude to success because it is a
+learning moment.  Their strategic thinking begins to recalculate that
+new direction based on the learning the failure brings.
 
 
-Great Leaders Insipire People Beyond Their Boundaries
-+++++++++++++++++++++++++++++++++++++++++++++++++++++
-
-Great Leaders Are Whole People
-++++++++++++++++++++++++++++++
 
 
 
@@ -334,7 +372,7 @@
 
 ::
 
-  $Id: lessons_for_leaders.rst,v 1.104 2015/03/06 22:41:47 tundra Exp $
+  $Id: lessons_for_leaders.rst,v 1.105 2015/03/06 23:10:34 tundra Exp $
 
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