Early education leaders are defined not only by their level of knowledge and skills, but by their beliefs and behaviors. Many knowledgeable people fail to become effective leaders because their underlying beliefs and subsequent behaviors do not motivate or inspire others to action. As illustrated in the Iceberg model of Systems Thinking (Waters Foundation), the conditions and events leaders strive to improve are largely influenced by what they perceive and believe. As an early education leader, your behavior is shaped by what you think and how you feel. To the extent you are aware of your underlying beliefs, your actions can be more purposeful and less reactive, and your effectiveness as a leader, enhanced.