The exercise of power is determined by thousands ofinteractions between the world of the powerful and that of the powerless, allthe more so because these worlds are never divided by a sharp line: everyonehas a small part of himself in both.

Peopledo not seem to talk for the sake of expressing their opinions, but tomaintain an opinion for the sake of talking.

Learning must be had, but in the second place, as subsequent only to greater qualities.

Inbusiness, you don't get what you deserve, you get what you negotiate.

Power is a little like alcohol: the faster it is consumed, the more quickly it affects the brain.

In oneof our concert grand pianos, 243 taut strings exert a pull of 40,000 poundson an iron frame. It is proof that out of great tension may come greatharmony.

Mostpeople I ask little from. I try to give them much, and expect nothing inreturn and I do very well in the bargain.

Theharder the conflict, the more glorious the triumph.

Sometimesone pays most for the things one gets for nothing.

If Ishould ever be captured, I want no negotiation—andif I should request a negotiation from captivity they should consider that asign of duress.

Everything comes gradually and at its appointed hour.

Prepareby knowing your walk away [conditions] and by building the number ofvariables you can work with during the negotiation... you need to have a walkaway... a combination of price, terms, and deliverables that represents theleast you will accept. Witho