A Quote by Paul Keating
Well, I think that - I think leadership's always been about two main things: imagination and courage.
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I think leadership's always been about two main things: imagination and courage.
Most people think leadership is about being in charge. Most people think leadership is about having all the answers and being the most intelligent person or the most qualified person in the room. The irony is that it is the complete opposite. Leadership is about empowering others to achieve things they did not think possible. Leadership is about pointing in the direction, articulating a vision of the world that does not yet exist. Then asking help from others to insure that vision happens.
Two things have always been true about human beings. One, the world is always getting better. Two, the people living at that time think it's getting worse.
Well, I think one of the main things that you have to think about when acting in the movies is to try not to make the acting show.
That's always been my main anxiety - the people in the room. That's my massive stress - thinking that these people in the room are judging me. And, this time around, I've been able to think a little bit more clearly about that. I've been able to think "Well, no. They're here to enjoy a show," and I want to give them that. I want to give them their money's worth – for starters.
I've always been a relaxed person on set, but I think the main thing is I think about it from an editing point of view way more than I did before.
I don't think he was knowable. I mean, when most people talk about knowing somebody a lot or a little, they're talking about the secrets they've been told or haven't been told. They're talking about intimate things, family things, love things," that nice old lady said to me. "Mr. Hoenikker had all those things in his life, the way every living person has to, but they weren't the main things with him.
Henry Corbin creates the world - most of all his examination of the imagination and what the imagination was for him. Some philosophers would think of the imagination as a synthetic ability, how you put different things together. Artists more think of the imagination as creativity. So I really like the way that he presents the imagination as a faculty that allows one to experience worlds that are not exactly physical but are real nonetheless.
I realized I was growing up or something like that. You have responsibilities...you've got to think about getting your act together. I didn't even know what it had been doing to me. I didn't realize how dangerous it was. People talked in terms of drugs and I used to think in terms of...well in Ireland, everybody drinks. Nobody gives it a second thought. You're Irish number one and you're a drinker number two. That's the first two things about us Irish.
Someone once said that the two most important things in developing taste were sensitivity and intelligence. I don't think this is so; I'd rather call them curiosity and courage. Curiosity to look for the new and the hidden; courage to develop your own tastes regardless of what others might say or think.
We think leadership is about rank and power, but better to think of leadership as the responsibility for other human beings. That leadership and rank may not go together. So it manifests in this remarkable way.
Climate change has always been sort of my main focus. I think also with [what happened in Fukushima, Japan] there's still a lot to think about in terms of what's coming down the pike into the world's oceans, too.
I think courage is commensurate with your fear - if you lack imagination and you're fearless, that's not courage to me.
I feel that there are two kinds of writers. I feel that there are writers who are storytellers and then there are those just working out their obsessions. I think I'm a combination. I think, at least for these books, I'm going with fear. I've always been interested in fear. Fear is something I've dealt with in life, and I think it's the main motivating factor of everything, almost. From sex to politics.
I've always declined to speak about things I don't think are anybody's business, and what I always get from the interviewers is, 'Well, you know, we have to ask those things.' I say, 'Well, maybe you do, but I don't have to answer them.'
I always have that in the back of my head - the idea that I've been spoon-fed because of where I'm from. I think that's one of the main things that drives me to work harder to show that, in reality, I haven't been handed anything.
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