diff --git a/lessons_for_leaders.rst b/lessons_for_leaders.rst
index b2e92e4..c3219ca 100644
--- a/lessons_for_leaders.rst
+++ b/lessons_for_leaders.rst
@@ -185,6 +185,24 @@
 are all "selling" and they're fundamentally important.
 
 
+Great Leaders Color Outside The Lines
++++++++++++++++++++++++++++++++++++++
+
+The greatest leaders I've ever known all managed to be positive while
+selling ideas that are just looney on their face.  They get people to
+follow them into into ventures that "will never work", to try things
+that have never been done before, and to do exactly those things
+everyone says cannot be done.  Great leaders do this based on a
+supreme confidence in their own strategic vision and a willingess to
+fail trying new things.  They don't quite know *how* they'll pull it
+off, they just have an instinct that they can.
+
+Amazingly, people are just *drawn* to these kinds of leaders.  Who
+wants to go work for Boring Co.  when you have a chance at breaking
+the laws of physics?  What you inevitably see a few years down the
+road, is an organization that's done way, way more than they would
+have otherwise.
+
 
 Great Leaders Change Direction
 ++++++++++++++++++++++++++++++
@@ -306,11 +324,15 @@
 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.
+the word "we" a lot.  Lousy leaders say "I" when explaining things.
+Listen, especially to very public leaders like national polticians or
+Fortune 100 CEOs.  You can immediately spot the leaders and sniff out
+the egomaniacs.
+
+Oh, and that integrity thing?  People can spot 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 and mock them.
 
 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
@@ -326,9 +348,16 @@
 
 There is no one model for leaders.  They come in many flavors.  But
 these core behaviors show up time after time across industries,
-disciplines, and time.  More importantly, their absence signals
-someone out of their depth, unprepared to lead, or immature in their
-position.  One hopes that they can begin to embrace some of these ideas.
+disciplines, and institutions.  Notice that none of these have much to
+do with personality or temperament.  They are practiced by the most
+flamboyant and the most reserved of leaders.  More importantly, they
+are manifested at every level of a high function organization.  Great
+leaders not only demonstrate these behaviors, they cultivate them
+throughout their organization.
+
+I have been most fortunate to be exposed to people like this pretty
+much from the begining of my career.  It's my deepest hope that these
+ideas continue to have currency into the next generation of leaders.
 
 
 Acknowledgements
@@ -379,7 +408,7 @@
 
 ::
 
-  $Id: lessons_for_leaders.rst,v 1.118 2015/03/08 16:14:40 tundra Exp $
+  $Id: lessons_for_leaders.rst,v 1.119 2015/03/08 16:49:27 tundra Exp $
 
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