The previous issue introduced you to the idea of a driving principle, a deeply held motivating force that propels leaders and I gave one example, "I'll show you." This issue will provide a few more examples and a clue to finding your own driving principle.

In my research, another driving principle I found was, "Don't let the bridge fall." This principle describes people who are driven by the need to avoid failure. Typically, they will do everything in their power to avoid making a mistake.

They are exceeding methodical and thorough; they develop checklists and establish extensive criteria to ensure that, no matter what happens, they've considered and dealt with every possible option or possibility.

Their thoroughness often seems ponderous to others who want action, but for those whose driving principle is "Don't let the bridge fall," they are just being careful and responsible.

Another driving principle is "What's next?" This principle describes those people who relish new challenges, opportunities, and adventures. For them, the status quo is old hat and somewhat boring, whereas looking forward to and jumping into the unknown future is thrilling and exciting.

They are eager for the next great adventure, relish the unknown, and welcome uncertainty and ambiguity. For them, the anticipation of the next challenge is exciting, too. They are not interested in nor attentive to maintaining things as they are; they are much better suited to breaking new ground and launching new initiatives.

How do you go about finding your driving principle? In the last issue, I mentioned that the driving principle is like a small voice, always at the back of your mind, that, no matter what the circumstance, erupts into your awareness and reminds you to continue, to persist, and to prevail.

Many of the leaders I've worked with and have helped to clarify their driving principles have been able to find it when they recall what their siblings or spouses have observed and commented upon as to what drives or motivates them. Very often siblings and spouses, who have known the leaders intimately for a long time, have seen what makes them tick and have been able to capture, in a few words, what motivates them.

If you need help in finding your driving principle, try asking your spouse or close sibling. If you're still stuck, feel free to call or email me, and I'd be glad to help.

I'm now in Greece. Driving around, it's impossible to miss the innumerable examples of the legacy of the Ancient Greeks. The temples, amphitheatres, stadiums, and, of course, the Parthenon, Delphi, and Olympia, attest to their architecture and building prowess.

More importantly, though, is the lasting effect of their thinking on us. The idea of democracy and the insights of their philosophy continue to shape our thinking. The Ancient Greeks provided leadership through their ideas that have lasted millennia and that guide us still.

Leaders today should follow their lead. They should determine how to leave a lasting and positive effect on others, especially on how others think. What have you done to influence and shape how others think?

My older son, Chris, is a throwback to another generation. He has consistently demonstrated an ability to take initiative and make a difference wherever he works. I first noticed it when he interned for my wife's IT company several years ago. Without being asked, he saved the firm hundreds of thousands of dollars by tracking computer leases they had overlooked and which they should have been charging to client projects.

He's doing it again at his new firm. He's established a website to describe his department's services to the rest of the firm, developed an online request form for others to access his department's services, and created a way to capture, prioritize, and sort projects for instantaneous evaluation of progress. He's done these without being told to do so - he took the initiative and just did them.

Why is that being a throwback? The lack of initiative is a common complaint among senior executives I work with who want to develop the future leaders of their companies and to identify their successors. For them, initiative is what helped them succeed - they're looking for it in others. Unfortunately, they see far too few potential successors and prospective leaders who have it.

How is that leadership? Leadership requires that we make a difference. Initiative is a trait of leaders, lasting through time and across generations, that enables leaders to make a difference at work.

The next newsletter will come to you from Greece.