People make suggestions on what to say all the time. I'll give

People make suggestions on what to say all the time. I'll give

22/09/2025
26/10/2025

People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.

People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me.
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give
People make suggestions on what to say all the time. I'll give

"People make suggestions on what to say all the time. I'll give you an example; I don't read what's handed to me. People say, 'Here, here's your speech, or here's an idea for a speech.' They're changed. Trust me." These words, spoken by George W. Bush, reflect a powerful truth about the nature of leadership, authenticity, and the art of speaking from the heart. In a world full of advisors, strategists, and endless opinions, there lies a temptation to let others craft our words, to let the voice of others speak for us. Yet, Bush emphasizes a deeper truth: true leadership and communication come from the self. It is not simply about repeating what is handed to you, but about finding your own voice, speaking from a place of genuine experience and conviction.

In the ancient world, this concept of authenticity was deeply revered. Socrates, the father of Western philosophy, famously said, "The unexamined life is not worth living." His teachings were centered around the belief that true wisdom and strength come from examining one’s own thoughts and actions. Socrates was a master of dialogue, not because he had others craft his words, but because he spoke directly from his own beliefs, even when those beliefs challenged the norms of society. His commitment to truth and authenticity inspired others to seek their own understanding rather than simply adopt the ideas of others. Like Bush, Socrates understood that leadership is not about mimicking the ideas of others, but about being willing to speak from one’s own deep well of experience and insight.

Similarly, consider the story of Julius Caesar, who, though surrounded by advisors, often made decisions that were uniquely his own. He did not blindly follow the counsel of his generals or advisors; instead, he trusted his own judgment. When Caesar crossed the Rubicon, his decision was not one that was handed to him by others. It was an act of bold authenticity, a declaration that he would no longer be swayed by the opinions of others, but would follow his own path, regardless of the consequences. His words and actions were his own, crafted not by those around him, but by his own understanding of the world and his place within it. This confidence in one's own voice is what made Caesar one of the most legendary figures in history.

However, this principle of authenticity is not without its challenges. The story of King Richard II of England provides a cautionary tale. Richard, like many rulers before him, was surrounded by advisors who shaped his decisions. Yet, he lacked the ability to speak from his own true voice, to lead with the strength and clarity that comes from trusting one’s inner wisdom. His reliance on the opinions of others led to his downfall—he was ultimately overthrown by his own cousin, Henry Bolingbroke (later Henry IV), who took the throne after Richard’s inability to stand firm on his own convictions. Richard’s failure to trust his own voice and judgment is a reminder that, while counsel can be valuable, true leadership comes from within, and a leader must have the courage to make decisions that are authentically their own.

In the modern world, George W. Bush’s words echo the same wisdom. Leaders are often inundated with advice, suggestions, and carefully crafted speeches. While these may be well-intentioned, they cannot replace the power of authenticity and personal conviction. Bush’s refusal to simply recite what others have written for him is a powerful testament to the importance of speaking from a place of sincerity. Leaders, like all individuals, are faced with moments when they must choose to speak their own truth, even when it is not the most convenient or comfortable path. When we speak from our own experience and conviction, our words carry more weight—they resonate with truth and integrity.

The lesson in Bush's statement is that we must not surrender our voices to the opinions of others. While advice and counsel are important, they should never replace our own sense of authenticity. We are all called to be leaders in our own lives, whether it is in our families, our communities, or our workplaces. Leadership is about having the courage to trust our own judgment, to speak our truth, and to act in alignment with our deepest values, not simply what others expect of us. Bush’s words remind us that when we speak from the heart, when we are true to ourselves, our words will carry more weight, more power, and more influence than any script handed to us.

In practical terms, consider how often you rely on the opinions of others when making decisions or speaking your mind. Are you trusting your own intuition, your own experiences, or are you simply following the words that others have crafted for you? Bush’s example calls us to examine how we show up in the world—are we speaking from a place of authenticity, or are we simply parroting what others have said? When faced with important choices or opportunities to lead, we must be willing to trust ourselves and take ownership of our words, knowing that true strength comes from within.

George W. Bush
George W. Bush

American - President Born: July 6, 1946

Tocpics Related
Notable authors
Have 5 Comment People make suggestions on what to say all the time. I'll give

NTThuong Nguyen Thanh

This statement makes me think about the broader issue of trust in communication. When someone says they change everything handed to them, it suggests deep skepticism toward others’ intentions. Is that a sign of self-reliance or insecurity? It also raises questions about control—does altering every suggestion ensure authenticity, or does it isolate you from valuable feedback? Perhaps true leadership means knowing when to trust and when to revise.

Reply.
Information sender

VADo Van Anh

There’s a stubborn confidence in this remark that’s both admirable and concerning. It’s good to stand by your own ideas, but it also sounds like a rejection of collaboration or expertise. How do we know when someone’s independence is genuine leadership and not arrogance? Maybe this quote exposes the fine line between being true to oneself and being unwilling to learn from others’ perspectives.

Reply.
Information sender

TMchau ngoc thao my

This comment feels defensive yet strangely honest. It makes me curious about how much control public figures actually have over their words. Are speeches truly theirs, or are they the product of committees and strategists? Perhaps this reflects frustration with being overly managed. Still, I wonder—does authenticity matter more than precision when speaking to millions? Maybe people value raw imperfection over rehearsed polish after all.

Reply.
Information sender

TNNguyen Thuy Ngoc

I find this statement both amusing and revealing. It shows a certain pride in independence but also raises questions about preparation and trust. Shouldn’t leaders rely on advisors for insight, even if they ultimately modify the message? It makes me think about whether spontaneity in speech leads to sincerity or just miscommunication. Is there a point where rejecting advice becomes a weakness instead of a strength?

Reply.
Information sender

LLlinh luong

This quote intrigues me because it highlights the tension between authenticity and public expectation. On one hand, it’s admirable that someone wants to express themselves rather than read scripted words. On the other hand, does refusing to take input limit one’s ability to connect thoughtfully with others? I wonder if confidence in one’s voice can sometimes become stubbornness. How do leaders balance personal authenticity with the wisdom of collaboration?

Reply.
Information sender
Leave the question
Click here to rate
Information sender