So you have to become bilingual. The other thing is when you are working with your peers, especially in the information world, they're looking for innovation, and that doesn't frighten them at all. In fact, the kudos are for people who can come up with new ideas. That's not what works best in a more public environment where people are often afraid of something that sounds too new. People want things to change, but they don't want it to come crashing down on them.
Creators spend most of their time reflecting by themselves or with a few other people.
About 10 percent of the time they go public to see whether what they're saying makes sense. I think the ratio is approximately reversed for people who are leaders. Well, if storytelling is important, then your narrative ability, or your ability to put into words or use what someone else has put into words effectively, is important too. I talk about the linguistic intelligences and the personal intelligences as sort of the sine qua non of leadership. It doesn't mean that all leaders have to start with having well-developed variants of both of them, but if they're not a particularly good speaker or they don't have a particularly good understanding of other people, that's got to be a top priority for them.